[home] [contact us]

Table of Contents

Purpose

This Strategic Long-Range Plan has been prepared to guide the operations and development of the State Historical Society of North Dakota (hereinafter referred to as the Society). The Plan will serve several purposes:

A management guide for board and staff A yardstick for measuring the Society's progress in achieving its goals A communications tool for informing supporters and others of the Society's plans, priorities and intentions.

The Plan period covers eight fiscal years - from FY 1999/2000 through FY 2006/2007. It addresses the proposed plans and anticipated needs of the Society in the first decade of the 21^st century including the Lewis & Clark Bicentennial (2003 through 2006) commemoration.

Process

The planning process began in 1997 with a North Dakota Legislative Assembly directive to conduct an agency self-assessment. This self-assessment was completed in early 1998 and submitted to the Legislative Council Budget Section in June 1998. In late 1998 the Society initiated a series of Community Conversations throughout the state for input and suggestions on programs and services the Society should offer in the first decade of the 21^st Century.

In December 1998 a State Historical Board Committee on the Society's Future was appointed to oversee development of a strategic long-range plan. Utilizing materials developed by the Society staff, in March 1999 the Committee examined a variety of topics - mission, vision, philosophy, goals, objectives, institutional needs, and internal and external factors affecting the Society's future - to develop the Strategic Long-Range Plan. The plan is updated annually.

● 1889. The Ladies Historical Society of Bismarck and North Dakota was established.

● 1894. Seeking to emphasize a statewide mission, the Society began reorganization.

● March 8, 1895. The Society incorporated as the North Dakota Historical Society on March 8, 1895. On the same day, the Legislative Assembly approved Senate Bill 147 establishing a historical commission for the State of North Dakota with the governor, auditor, secretary of state, commissioner of agriculture and the president of the North Dakota Historical as members. Although an appropriation and rooms in the capitol were authorized, neither were immediately forthcoming. With neither staff nor financial support, the Society and Commission languished until 1903.

● 1895-1905. Society president Clement Lounsberry published The Record for much of the time as a semi-official history publication promoting the mission of the Society.

● 1903. The Legislative Assembly appropriated funds for the purchase of two historic sites – Fort Abercrombie and the Walhalla mission grounds – by the historical commission. During the year the Society reorganized as the State Historical Society of North Dakota under the leadership of Dr. Orin G. Libby, professor of history at the University of North Dakota.

● 1905. The Society received its first state appropriation and rooms in the state capitol, and was designated trustee of the state. The historical commission was abolished and its duties assumed by the Society board of trustees. The Legislative Assembly also passed a law directing the deposit of all official newspapers to the Society.

● 1905. The Society published the first volume of the Collections. A total of seven volumes were produced by 1925.

● 1905-1924. The Society operated from rooms in the capitol, staffed by curators and librarians who acquired, maintained and provided access to the collections, as well as conducting summer archeological excursions. Administrative direction was largely provided by the secretary, Dr. Libby.

● 1924. The Society occupied new quarters in the Liberty Memorial Building near the state capitol and established the position of Superintendent, which was first funded by the 1925 Legislative Assembly. Lewis J. Crawford was named acting superintendent.

● 1920s and 1930s. The number of historic sites and parks grew with the addition of several Sibley and Sully camp locations in the1920s and more substantive sites in the1930s such as Fort Buford, Fort Clark and the Chateau de Mores. With federal relief programs providing much of the resources, there were significant improvements to the sites and parks under the Society’s care, including a museum at Fort Abraham Lincoln, and improvements at Chateau de Mores, Roosevelt Park, and Fort Abercrombie.

● 1926. The first edition of North Dakota Historical Quarterly appeared – becomes North Dakota History in 1945 .

● 1930. Russell Reid who had worked as a museum assistant was named superintendent. He served for 35 years.

● 1939. The Legislative Assembly provided for the protection of archeological materials and sites by requiring that anyone investigating, exploring or excavating such sites must first obtain a license or permit from the superintendent.

● 1963 - 1965. The Society was determined to be a state agency by the Legislative Assembly. The newly constituted State Historical Board replaced the board of trustees as the governing authority. In 1965 state historic sites and state parks were separated with the latter becoming the responsibility of the North Dakota Park Service.

● 1965. The Legislative Assembly established the Heritage Commission to plan, design, promote and finance a heritage center to house the Society. Ray Mattison was named superintendent. He served for four years.

● 1967. The Legislative Assembly passed the Preservation of Historic Sites and Antiquities Act, establishing the State Historic Sites Registry and defining “state historic site,” “state historical marker,” and “state archeological site.”

● 1969. James Sperry, a Society archeologist was named superintendent. He serves for 29 years.

● 1971. The Legislative Assembly recognized and accepted on behalf of the State of North Dakota the provisions of Public Law 89-665 – the federal Historic Preservation Act of 1966. The Society was authorized and empowered to carry out the purposes and objectives of the act.

● 1973 -1981. There is a period of growth in Society staff with establishment of the divisional structure and efforts to upgrade and maintain state historic sites administered by the Society.

● 1977. The Legislative Assembly established the state archives, confirming the Society’s authority to acquire state and local governmental records. The Society first acquired governmental records early in the century and received them through the Secretary of State’s records management program after 1961.

● 1981. The North Dakota Heritage Center, on the grounds of the state capitol in Bismarck, was dedicated as the Society headquarters. The volunteer program was initiated and directors were hired for all existing divisions.

● 1986. The North Dakota Heritage Center was accredited by the American Association of Museums – the only museum in North Dakota to be so recognized.

● 1987. The Legislative Assembly again authorized Society membership, but without governing authority. The Society transferred membership to the North Dakota Heritage Foundation, successor to the Heritage Commission.

● 1980s and 1990s. The Society resumed a period of limited or no growth as it attempted to complete Heritage Center permanent exhibits (as yet still uncompleted), plan for and enhance Society-administered state historic sites, and improve access to collections through special grant-funded projects. At the same time, there was a growth in outreach services, including educational programing and traveling exhibits.

● 1991. The Society entered into partnership with the North Dakota Geological Survey, providing laboratory and storage space for the State Fossil Collection and office and work space for the State Paleontologist.

● 1997. Pembina State Museum, the Society’s first regional museum, opens in Pembina.

● 1998. The North Dakota Heritage Foundation changed its name to the State Historical Society of North Dakota Foundation to eliminate confusion and to better convey its mission. Samuel J. Wegner, a museum professional from Virginia, was appointed superintendent. The North Dakota Heritage Center was reaccredited by the American Association of Museums.

● 1999. The State Historical Board approved the agency’s Strategic Long-Range Plan. Legislative Assembly approves appropriations to improve historic sites relating to Lewis and Clark era.

•2000. Lewis & Clark projects begin in preparation of the Lewis & Clark Bicentennial Commemoration in 2003. Sam Wegner resigned his position as superintendent at the end of 2000; Merl Paaverud is appointed as Interim Superintendent.

•2001. Merl Paaverud is appointed Director of the State Historical Society of North Dakota. The 20^th Anniversary of the N.D. Heritage Center was celebrated with a Governors’ Forum that included current Governor Hoeven and former Governors Schafer, Sinner, Olson, Link, and Guy.

•2002. Governor John Hoeven appoints members to the State Historical Society of North Dakota Commission to study expansion needs of the Society. A Lewis & Clark project is begun that would place a duplicate statue of Sakakawea in the US Capitol along with former ND Governor John Burke. The Missouri-Yellowstone Confluence Interpretive Center is a major project for the Society and the Lewis & Clark Celebration.

•2003. The 58th Legislative Assembly grants the Society authority to move towards expansion of archival storage areas and interpretive centers at Fort Abercrombie State Historic Site and the Chateau de Mores State Historic Site. The Cultural Grant program was also authorized and funded.

•2004. Completion and grand opening of the Missouri-Yellowstone Confluence Interpretive Center and reconstructed barracks at Fort Buford State Historic Site. The replica of the Sakakawea statue on the State Capitol Grounds was completed and dedicated in Statuary Hall in the U.S. Capitol Building in Washington, DC.. Restoration of the Former Governors’ Mansion carriage house.

•2005. The 59^th Legislative Assembly appropriates funding of the expansion of the Archives and Library Division. Funding for an interpretive center at the Chateau de Mores State Historic Site is also appropriated. Bids let out for restoration of the Gratitude Train.

Mission

To identify, preserve, interpret, and promote the heritage of North Dakota and its people.

Vision

To inspire and serve the public as the leading historical institution in North Dakota by connecting the past with the future.

Philosophy

The identification, preservation, interpretation and promotion of North Dakota's history is socially, culturally, and economically valuable. The lessons of history provide direction to the future and contribute to quality of life, scholarship, and a better appreciation of society and culture.

Several issues which will impact the Society's future were identified in surveys, planning meetings, and community conversations. These issues are not listed in priority order since in any given year some issues may require greater attention and resources than in others. Goals, objectives and action steps will demonstrate how these critical issues are to be addressed over the life of the Plan.

Leadership

The Society will exercise and enhance its leadership role in all matters relating to its mission.

Preservation

As the lead state historic preservation agency, the Society has a responsibility to provide community service, technical assistance and public education on the economic, social, and cultural value of history and of preserving, promoting, and interpreting significant properties, structures, and object and documentary collections.

Education

The Society provides a wide range and number of educational services to a growing audience. Public demand for these services already exceeds the available supply of staff, facilities and resources. Meeting that growing demand for quality programs and sufficient resources will become an increasing challenge for the Society.

Visibility

The Society must develop greater public awareness and support for its services and programs.

Lewis & Clark Bicentennial

The Society must play a leadership role in planning, developing and implementing collaborative commemorations of this major statewide anniversary.

Resources

The Society primarily depends on state appropriations along with limited earned income, grants and contributions from non-state sources. The Society and its supporters must work to secure adequate state appropriations for core support of the agency. It is also equally important for the Society and its fund-raising foundation to spend considerable time and energy to develop alternative funding sources to supplement the state's investment.

Implementation

The Strategic Long-Range Plan identifies an approach to dealing with the six critical issues addressed through a full set of goals, objectives and action steps. The Plan is intended to be reviewed regularly and modified to meet changing circumstances. To facilitate implementation of the Plan, the Society will take the following steps:

Establish board- and staff-level procedures and timetables for regular review and updating of the Plan. Integrate the various elements of the Plan into the annual and biennial budget and program development process to set and, as appropriate, revise operational priorities on a yearly and on-going basis. Use the Plan as a basic reference in planning and program development. Establish specific benchmarks for measuring progress in achieving the goals and objectives of the Plan.

Definitions

Definitions of terms used in the planning steps are provided in Appendix II of the Plan.

Planning Steps

The Society's goals, objectives, and action steps grow out of the mission statement, vision, and philosophy. These planning steps are listed on the following pages according to each major goal: collections, education, facility management and development, preservation, marketing and public awareness, economic development, management and governance, and resources. Action steps for each objective are prioritized according to the time frame in which the action step is to be accomplished.

The actions steps indicate a correlation with fiscal years and the State of North Dakota's biennium budgeting process. Action steps reflect a time period or range for implementation. Those that cover the full-range of the planning period (1999 - 2007) are listed as 'Ongoing.' As the Plan is updated, time periods will be adjusted accordingly.

1: Collections

Collect, preserve and strengthen object, documentary, and state historic sites collections relating to the Society mission.

2: Education

Present the Society's collections, state historic sites and museums, and the history of North Dakota to a diverse audience through a variety of educational and technological formats.

3: Facility Management & Development

Preserve, maintain and develop the Society's state historic sites, state museums, and other facilities in support of the Society mission.

4: Preservation

Provide statewide leadership by identifying, evaluating, and documenting North Dakota's cultural resources and by providing incentives for their preservation.

5: Marketing & Public Awareness

Develop public awareness of the Society, its mission, collections, historic sites and museums, services and programs, and of historic properties and educational programs statewide.

6: Economic Development

Advocate heritage preservation, heritage education, and heritage tourism as economically, socially and culturally valuable to the state while recognizing the impact this advocacy may have on its citizens and its resources.

7: Management & Governance

Ensure that all operations, programs and services are consistent with the Society mission and comply with board policies, government regulations, and professional standards.

8: Resources

Increase financial resources for operating, project support, and capital expense by developing funding in partnership with the State Historical Society of North Dakota Foundation and other supporters.

Collections Goal

Collect, preserve and strengthen object, documentary, and state historic sites collections relating to the Society mission.

OBJECTIVE 1.A

Provide high quality management of the collections following professional standards for acquisition, conservation, storage, and public access.

Action Steps

1.A.1 Provide reference services and collections access to Society customers at levels appropriate to the resources available.

1.A.2 Manage and care for collections following professional standards.

1.A.3 Manage and care for state historic sites following professional standards.

1.A.4 Use technology to enhance programs and to provide improved access to collections information by Society customers.

1.A.5 Develop plans and special projects to preserve, organize and utilize identified collections of high value or with special needs.

OBJECTIVE 1.B

Strengthen the collections to further the mission and goals of the Society.

Action Steps

1.B.1 Assess and acquire collections that further the mission and goals of the Society.

1.B.2 Develop Acquisition Plans to address gaps, strengths, and areas of needed improvement.

1.B.3 Maintain and promote Oral History projects to further the mission and goals of the Society.

1.B.4 Develop and implement a plan for integrated access to the photographic holdings of the Society.

1.B.5 Develop and implement focused projects to preserve and curate government records of archival value. (** ACTION DEFERRED - for Archives).

1.B.6 Maintain and develop governmental collection agreements.

OBJECTIVE 1.C

Develop and implement guidelines to determine suitability of current sites, the appropriateness of future site acquisitions, and possible establishment of a historic site network incorporating non-SHSND properties for a more comprehensive in situ interpretation of North Dakota’s history.

Action Steps

1.C.1 Establish and develop guidelines based on general themes and chronology of North Dakota history to guide future acquisition and deaccessioning of Society state historic sites.

1.C.2 Update the Society’s existing 10 yr. Plan for state historic sties to determine their relevance and realign as required.

1.C.3 Implement formal guidelines to evaluate future additions to the Society state historic sites system and to the list of historic properties in North Dakota which provide comprehensive coverage of historical themes.

1.C.4 Develop a historical markers program in North Dakota that includes state and local points of interest.

OBJECTIVE 1.D

Provide assistance in improving the selection, preservation, exhibition and care of collections held by other entities in North Dakota.

Action Steps

1.D.1 Provide guidelines, information, technical assistance, and training for individuals and entities interested in the care and preservation of historical resources in North Dakota.

1.D.2 Identify, evaluate, and document items in other public and private collections as requested.

1.D.3 Continue cooperative projects to enhance records preservation throughout the state.

1.D.4 Maintain the Cultural Heritage Grant Program.

** ACTION DEFERRED - 1.B.5 - Due to limitations in staff and resources for this area.

Education Goal

Present the Society's collections, state historic sites and museums, and the history of North Dakota to a diverse audience through a variety of educational and technological formats.

OBJECTIVE 2.A

Provide an education program of high quality and appeal to a broad-based audience.

Action Steps

2.A.1 Offer a wide variety of educational services, programs, events, and activities.

2.A.2 Offer a dynamic and engaging on-site exhibits program.

2.A.3 Offer a dynamic and engaging traveling exhibits program.

OBJECTIVE 2.B

Review and expand the education programs.

Action Steps

2.B.1 Develop educational programming that receives input from, and fulfills the needs of, diverse audiences.

2.B.2 Use technology to enhance the Society’s ability to disseminate educational programs.

OBJECTIVE 2.C

Develop and implement a Master Education Plan to fulfill the mission of the Society.

Action Steps

2.C.1 Develop a Master Education Plan to coordinate all education and interpretive services, programs, projects, and activities including North Dakota History curriculum. (** ACTION DEFERRED)

2.C.2 Establish mechanisms to obtain and integrate public input into program development and evaluation.

OBJECTIVE 2.D

Collaborate with other educational institutions and organizations.

Action Steps

2.D.1 Develop cooperative programming and partnerships with educational institutions, museums, historical organizations, other institutions, and businesses.

2.D.2 Maintain a state, regional, and national Society presence through publishing in professional journals and participation in professional conferences, workshops, and other organizations.

2.D.3 Maintain a working relationship with history agencies in the adjacent states and provinces to identify potential partnership opportunities.

OBJECTIVE 2.E

Implement plans for the Lewis & Clark Bicentennial commemoration.

Action Steps

2.E.1 Involve the North Dakota tribes in creating educational programming on the impact and significance of the Lewis & Clark period.

2.E.2 Collaborate with others to create educational programming on the impact and significance of the Lewis & Clark period.

2.E.3 Maintain on-site and traveling exhibits that interpret the Lewis & Clark period.

2.E.4 Update existing interpretive programming to include interpretation of the Lewis & Clark period.

2.E.5 Provide self-help planning for the Three Affiliated Tribes to implement their own Lewis & Clark Bicentennial signature event.

2.E.6 Continue to develop and implement Lewis & Clark period-related interpretive plans at regional museums and state historic sites.

OBJECTIVE 2.F

Present and develop a Community Services Program to provide leadership, technical assistance, and enhanced responsiveness to the needs of North Dakota residents, museums, historic properties, and organizations.

Action Steps

2.F.1 Manage the field services program.

2.F.2 Develop and implement a Master Plan to coordinate Society field services and community programs throughout North Dakota. (** ACTION DEFERRED)

** ACTION DEFERRED - 2.F.2 - Due to limitations in staff and program resources for this area.

Facility Management & Development Goal

Preserve, maintain and develop the Society's state historic sites, state museums, and other facilities in support of the Society mission.

OBJECTIVE 3.A

Preserve, construct, and maintain the Society’s properties according to professional standards.

Action Steps

3.A.1 Manage the Society’s museums, state historic sites, and support facilities.

3.A.2 Manage and care for exhibits and gallery spaces.

3.A.3 Implement an on-going evaluation of existing space for efficiency in use and application.

3.A.4 Develop new facilities to support state historic sites.

3.A.5 Expand the North Dakota Heritage Center to meet the needs for collections, exhibits, and public programming.

OBJECTIVE 3.B

Develop Facility Master Plans or Conceptual Development Plans for the museums, state historic sites, and support facilities.

Action Steps

3.B.1 Maintain and update master plans for the North Dakota Heritage Center and Pembina State Museum and the Missouri-Yellowstone Confluence Interpretive Center.

3.B.2 Review and update existing facility master plans for level 1 state historic sites.

3.B.3 Develop master plans for level 2 state historic sites.

3.B.4 Develop conceptual plans for level 3 - 5 state historic sites.

OBJECTIVE 3.C

Develop and implement management plans for all Society museums, state historic sites, and support facilities.

Action Steps

3.C.1 Update and develop agency management and site operations plans.

3.C.2 Develop and implement cyclical maintenance plans that comply with professional standards, that may include the Secretary of the Interior’s Standards for Historic Preservation.

3.C.3 Develop an integrated conservation management plan to ensure preservation of archeological and architectural resources at Society state historic sites.

3.C.4 Conduct, on a biennial basis, an agency security audit and assessment.

3.C.5 Develop and maintain disaster preparedness manuals for agency facilities.

Preservation Goal

Provide statewide leadership by identifying, evaluating, and documenting North Dakota's cultural resources by providing incentives for their preservation.

OBJECTIVE 4.A

Coordinate the State Historic Preservation Program and function as the North Dakota State Historic Preservation Office (SHPO).

Action Steps

4.A.1 Comply with National Park Service requirements for the Historic Preservation Program.

4.A.2 Increase the number of properties listed on the National Register of Historic Places.

4.A.3 Increase the number of properties listed as National Historic Landmarks.

4.A.4 Broaden public understanding, training, and participation in, preservation, planning, and program development.

4.A.5 Encourage public and private acquisition of significant properties for preservation and interpretive purposes.

4.A.6 Investigate and develop partnerships with agencies for cooperative management, preservation, and interpretation of significant North Dakota historic sites.

OBJECTIVE 4.B

Preserve historic, architectural, and archeological sites by judiciously utilizing existing state and federal historic preservation laws and regulations.

Action Steps

4.B.1 Judiciously utilize existing federal and state laws and regulations to preserve historic resources.

4.B.2 Increase the number of properties listed on the State Historic Sites Registry.

OBJECTIVE 4.C

Coordinate and implement statewide programs for preservation of cultural resources.

Action Steps

4.C.1 Participate in programs of the National Historic Publications & Records Commission (NHPRC) by coordinating and providing leadership to the State Historical Records Advisory Board.

4.C.2 Provide leadership to the North Dakota Historic Preservation Review Board, Certified Local Governments (CLGs) in North Dakota, Preservation North Dakota (PND), Museums in North Dakota (MIND), and the North Dakota Local History Council and to coordinate with the tribes and individuals, local and tribal historical societies, Friends groups, and other organizations.

4.C.3 Provide information to interested groups and individuals through consultation and loan of educational materials.

4.C.4 Encourage other agencies and organizations to participate in and promote preservation practices.

4.C.5 Develop a state review and compliance process for historic preservation.

4.C.6 Expand the historic preservation planning potential of the North Dakota Cultural Resources site files, manuscript data bank, National Register files, and Geographic Information System (GIS).

OBJECTIVE 4.D

Enhance public understanding of the preservation ethic, practices, and the value of preserving North Dakota’s cultural resources.

Action Steps

4.D.1 Continue to provide technical assistance in preservation of cultural resources.

4.D.2 Cooperate with the Tribal Historic Preservation Offices (THPO), and encourage American Indian and other specific interest groups to participate in preservation activities.

OBJECTIVE 4.E

Work with local and state agencies and political subdivisions to manage historic properties in accordance with sound preservation principles.

Action Steps

4.E.1 Assist agencies of local, state, and federal governments in obtaining knowledge of the full range of historic resources under their jurisdiction.

4.E.2 Encourage, train, and assist government agencies and political subdivisions in managing historic properties in accordance with the Secretary of the Interior’s Standards for Historic Preservation and Archeology and other sound preservation principles.

4.E.3 Encourage enactment of local historic preservation ordinances and expansion of the Certified Local Government (CLG) program.

Marketing & Public Awareness Goal

Develop public awareness of the Society, its mission, collections, historic sites and museums, services and programs, and of historic properties and educational programs statewide.

OBJECTIVE 5.A

Continue to develop and maximize public awareness of the Society, its mission, collections, state historic sites, museums, services and programs, and of historic properties and educational programs statewide.

Action Steps

5.A.1 Promote the Society and its mission and goals in local, regional, national, and international markets to stimulate visitation to the state, including utilization of the Society’s web site and other technology.

5.A.2 Continue the “Community Conversations” program to maintain dialogue with North Dakotans on Society services and programs.

5.A.3 Increase recognition of the Society as an acknowledged, primary resource center for readily accessible information, expertise, and technical assistance about all aspects of the agency’s responsibilities.

5.A.4 Collaborate with other agencies and organizations on conferences, workshops, and other activities to promote the Society and its services and programs.

5.A.5 Offer a high quality publications program.

5.A.6 Explore publication partnerships.

OBJECTIVE 5.B

Create and implement a Society Marketing/Communications Plan to develop greater public awareness, customer service, and involvement in the Society, its programs, and services.

Action Steps

5.B.1 Review and update the Marketing Plan.

5.B.2 Continue development of marketing strategies to promote the sale of historically relevant and educational products at Society Museum Stores.

OBJECTIVE 5.C

Create and implement a Customer Research Program to assess the quality and effectiveness of programs, services, and site experiences offered; and to plan targeted marketing and advertising programs.

Action Steps

5.C.1 Create and implement a Customer Research Survey.

5.C.2 Utilize customer research data for the development of Society marketing strategies.

OBJECTIVE 5.D

Coordinate Lewis & Clark Bicentennial marketing/public awareness initiatives with other agencies and institutions.

Action Steps

5.D.1 Continue development of Lewis & Clark Bicentennial material and information for electronic and print media with other agencies and institutions that promote the Society’s participation in this event/commemoration.

5.D.2 Continue as an information resource for inquiries about the Lewis & Clark Expedition in North Dakota.

Economic Development Goal

Advocate heritage preservation, heritage education, and heritage tourism as economically, socially and culturally valuable to the state while recognizing the impact this advocacy may have on its citizens and its resources.

OBJECTIVE 6.A

Collaborate with the North Dakota departments of Tourism, Parks & Recreation, Department Of Commerce-Division of Tourism, and Transportation and other agencies to promote heritage tourism and development and the value of historic sites, museums, and preservation projects.

Action Steps

6.A.1 Collaborate with state departments and other agencies to contribute to economic impact assessments of visitor-interest sites statewide, including historic sites, parks, and other tourist destinations and document this information for use during the legislature and promotion of these resources.

6.A.2 Collaborate with state agencies and other organizations, such as convention and visitors bureaus (CVBs), to enhance heritage tourism opportunities.

OBJECTIVE 6.B

Support incentive programs for history and preservation.

Action Steps

6.B.1 Support and promote federal tax incentives programs for preservation.

6.B.2 Recognize people, organizations, and businesses who make significant contributions to history and historic preservation.

6.B.3 Collaborate with public (local, state and federal agencies) and private entities to generate mutually beneficial projects.

6.B.4 Implement and increase legislative appropriations for the state-funded program to provide grants, loans, and incentives for history and historic preservation. This includes the emergency impact fund.

Management & Governance Goal

Ensure that all operations, programs, and services are consistent with the Society mission and comply with board policies, government regulations, and professional standards.

OBJECTIVE 7.A

Ensure that the Society adheres to all state and other governmental laws, regulations, and policies.

Action Steps

7.A.1 Review and edit policy and procedure statements on a regular basis.

7.A.2 Work closely with appropriate agencies for compliance with state and federal laws, policies and procedures.

7.A.3 Oversee the Society’s fiscal management and comply with state and federal policies and regulations.

OBJECTIVE 7.B

Maintain and ensure the functioning of the State Historical Board.

Action Steps

7.B.1 Maintain the relationship between the State Historical Board and the Director.

7.B.2 Periodically review and update the roles and responsibilities of the State Historical Board and Director.

7.B.3 Complete an annual evaluation for the Director and a self-evaluation for the board.

7.B.4 Assist the board president and members in planning and implementing meetings and utilize other communication forums in order to engage board members in Society activities.

7.B.5 Ensure, maintain, and enhance the working relationships between the Society, State Historical Board, the Foundation, and Foundation Board.

7.B.6 Ensure and foster communications systems to improve public awareness of the partnership between the Society and Foundation and ensure the coordination of long range plans and resource needs.

7.B.7 Ensure and maintain a membership program and benefits for adoption by the State Historical Board and the Foundation Board of Directors.

OBJECTIVE 7.C

Ensure that qualified board members are attracted and retained.

Action Steps

7.C.1 Review and update the board member orientation program as needed.

OBJECTIVE 7.D

Ensure that qualified staff and volunteers are attracted, hired and retained.

Action Steps

7.D.1 Offer competitive salaries and benefits and a supportive work environment.

7.D.2 Maintain and strengthen the volunteer management program.

7.D.3 Maintain and enhance the functions and activities of the Employee Council and Volunteer Advisory Committee.

7.D.4 Conduct annual evaluations and ensure clear communication of staff duties and responsibilities.

7.D.5 Maintain a staffing plan.

7.D.6 Maintain and enhance an adequate staff selection and human resource process.

7.D.7 Expand and strengthen the internship/ program and develop a mentorship program.

7.D.8Support staff communication and awareness through regular reports, meetings, workshops, and other informational programs.

7.D.9Support the maintenance and development of staff skills and knowledge through participation in conferences, workshops, and other educational activities.

OBJECTIVE 7.E

Annually review and update the Strategic Long-Range Plan to reallocate human and fiscal resources for continued implementation.

Action Steps

7.E.1 Continue a board review process to evaluate progress and to update the strategic long-range plan.

7.E.2 Continue the staff review process to evaluate progress and to update the strategic long-range plan.

OBJECTIVE 7.F

Review the Society’s management and operations systems.

Action Steps

7.F.1 Periodically review the Society management and staffing structures and operations systems and redefine to effectively implement the Society mission and goals.

7.F.2 Assess and evaluate resources, management and operating systems, and to ascertain areas of efficiencies.

OBJECTIVE 7.G

Update and implement the Technology Master Plan to enhance the Society’s ability to fulfill its mission.

Action Steps

7.G.1 Update the Society Technology Master Plan.

7.G.2 Implement collections management technology.

7.G.3 Enhance public access through the Society web site and other technological methods.

OBJECTIVE 7.H

Enhance awareness and appreciation of the Society among state government agencies and the Legislative Assembly.

Action Steps

7.H.1 Inform and educate various groups within state government on Society services and programs.

7.H.2 Implement effective communication strategies for use with elected and appointed officials.

7.H.3 Enhance information and presentations provided to the Legislative Assembly, and strengthen statistical data which documents the impact of Society services and programs.

Resources Goal

Increase financial resources for operating, project support, and capital expense by developing funding in partnership with the State Historical Society of North Dakota Foundation and other supporters.

OBJECTIVE 8.A

Promote sufficient state, federal, and local government support for personnel, operating, equipment, and capital expenses.

Action Steps

8.A.1 Communicate personnel, operations, equipment, and capital needs to the various branches of state government.

8.A.2 Identify and pursue grants and secure adequate matching funds.

OBJECTIVE 8.B

Increase opportunities for private sector support.

Action Steps

8.B.1 Identify services, programs, projects, and activities suitable for private funding.

8.B.2 Support development efforts by using Society program opportunities.

8.B.3 Work with the Foundation to develop an annual giving program to build a base for general operating support to meet short- and long-term agency goals.

8.B.4 Establish/maintain formal guidelines defining the relationship and role of individual friends/support groups.

8.B.5 Work with the Foundation to develop the membership and trustee programs.

OBJECTIVE 8.C

Generate earned income from the Museum Stores and other income opportunities.

Action Steps

8.C.1 Increase sales in the Museum Stores.

8.C.2 Develop products based on selected collections items and the interpretive scope of the Society.

8.C.3 Maintain and update a Museum Store business plan and budget to enhance Museum Store operations and sales volume at all Society museums and state historic sites.

8.C.4 Develop and market fee-for-service programs.

■ Agency Self-Assessment (1998)

■ “Community Conversations” (1998-2004)

■ Lewis & Clark Bicentennial Planning Report (2002)(2004)

■ Society Policies Manual (updated 1998)

■ A Traveler’s Companion to North Dakota’s State Historic Sites (2003)

■ Historic Preservation in North Dakota: A Statewide Comprehensive Plan (1995)(2003)

■ Society Long-Range Plan (2000-2007)

■ Historic Sites Ten-Year Plan (1991 and 1993)

■ State Historic Site master plans (1992):

> Chateau de Mores- updated 2004

> Fort Buford- updates 2005

> Fort Clark- updated 2004

> Fort Totten

> Gingras Trading Post- updated 2002

> Fort Abercrombie

> Pembina- updated 2002

■ North Dakota: Historic Sites, State Parks & Tourism Development Plan(2004)

■ The North Dakota Comprehensive Plan for Historic Preservation: Archeological Component (1990)

■ SHSND Commission Report

■ Preliminary Archives Expansion Planning Documents

■ SHSND Marketing Plan 2002

•accession. 1) One or more items acquired at one time from one source constituting a single transaction between the Society and a source (like a donation). 2) The transfer of the legal and physical custody of records from the government unit (or originator) to the State Archives. 3) The recording of materials acquired.

•acquisition. The process by which artifacts are added to the Society’s holdings by accepting items as a transfer, donation, loan, or purchase.

•archive. 1) The whole body or group of records of continuing value pertaining to an agency or individual. 2) An accumulation of series or other record items with a common provenance, or of a distinct organization, body or purpose.

•archives. 1) Those records that are appraised as having continuing value. 2) The place where archival material is kept. 3) An organization responsible for appraising, acquiring, preserving and making archival material available.

•artifact. 1) An item that is produced, shaped, used, or selected by humans. 2) A material thing of functional, aesthetic, cultural, historical, or scientific value that may be, by nature or design, movable yet related to a specific setting or environment. An artifact can be a document, object, or a prehistoric and/or historic site, building, or structure. Information about that item is collected along with the artifact to explain the context of the item, how it was produced, shaped, used, or selected. The term “specimen,” or a member of a class of items, is the term used in the natural history field instead of artifact.

•building. A human-made construction created to shelter human activity. A building may refer to a complex of buildings or a single building.

•catalogue/cataloging. 1) Process by which an object is assigned to one or more categories of an organized classification system and described in detail. 2) Describing and arranging library materials or aggregates of other documentary materials according to professionally accepted rules and classification schemes. 3) A list of materials prepared for a particular purpose, e.g., an exhibition catalogue.

•Certified Local Government (CLG). A federally funded historic preservation program administered by a local government and certified pursuant to Section 101(c) of the Federal Historic Preservation Act of 1966. There are currently four CLG’s in the state: Devils Lake, Fargo, Grand Forks, and Walsh County.

•collection. A unit of collections, consisting of artifacts (objects or documents) having something of importance in common. May refer to a collection by a specific donor or a specific individual or event, a collection by type, or a collection by time period.

•collections. Collected artifacts (objects or documents) acquired and preserved because of their potential value as examples, as reference material, or as objects of aesthetic or educational importance.

•conservation. Those measures taken in order to prevent or delay future degradation of material (preventive conservation). Those measures taken to repair or restore damaged or deteriorated material to an improved condition (restorative conservation or restoration).

•culture. A group of people or manifestations of a group of people who are linked together by shared knowledge, beliefs, world views, artifacts, art, morals, laws, customs, and any other associations. The group’s social institutions and physical objects that are necessary to the operation of the institution.

•cultural resource. Any district, site, building, structure, or object significant or potentially significant in American history, architecture, archeology, engineering, or culture at the local, state or national level.

•development project. A project which has for its purpose the protection, rehabilitation, restoration, or reconstruction of a historic property.

•documentary collections. Grouping used by the Society to describe the full range of documentary resources, including government records, private papers and records, books, periodicals, audiovisual materials, photographs, maps and all other research materials not maintained primarily as objects. The Society documentary collection is maintained by the State Archives & Research Library Division.

•exhibit or exhibition. A presentation of ideas using artifacts, text, and support materials through which visitors move from unit to unit in a sequence designed to be meaningful.

•fee-for-service program. The programs and services that the Society offers for a fee; i.e., specific educational workshops, the SEND (Suitcase Exhibits for North Dakota), and document duplication.

•heritage education. Interpreting history and culture for people of all ages through educational and entertaining programs, exhibits, publications, and research.

•heritage preservation. Preserving the artifacts and other tangible evidence of past and present cultures.

•Historic Preservation Program. The program administered by the State Historic Preservation Office (SHPO). The overall program for the use of Federal funds put into effect by the grantee through functions, activities, services, projects and processes. Section 101(e)(1) of the Historic Preservation Act of 1966 provides for grants to states: “The Secretary shall administer a program of matching grants to the states for the purposes of carrying out this Act.” Section 101(b)(1) of the Act defines a State’s historic preservation program as one that (a) provides for the designation and appointment by the Governor of a State Historic Preservation Officer (SHPO) to administer such programs in accordance with Section 101(b)(3) of the act and for the employment by such officer of such professionally qualified staff as may be necessary for such purposes; (b) provides for an adequate and qualified State Historic Preservation Review Board designated by the State Historic Preservation Officer unless otherwise specified by law; and (c) provides for adequate public participation in the program, including the process of recommending properties for nomination to the National Register of Historic Places.

•historic property. Any prehistoric or historic district, site, building, structure, or object included (or eligible for inclusion) in, or eligible for inclusion in the National Register of Historic Places and/or the North Dakota State Historic Sites Registry, including artifacts, records and material related to such a property or resource.

•heritage tourism. Providing opportunities for the traveling public to learn about and enjoy the state’s history and culture. Heritage tourism preserves and blends the unique historic, cultural and natural resources of a geographic area into an educational and entertaining package for the traveling public.

•internship and externship. An internship (for graduate students) or externship (for undergraduate students) is an advanced educational experience during which a student undergoes supervised practical training at the State Historical Society of North Dakota.

•interpretation. Informal communication that highlights or provokes curiosity and discovery, revealing meaning and relationships by firsthand experience and by illustrative techniques, rather than simply relating factual information.

•Level 1 State Historic Site. Sites with excellent interpretive value, statewide or national historical significance and high visitor potential. Includes major site and interpretive development with a visitor center.

•Level 2 State Historic Site. Sites that have a strong interpretive value, statewide historical significance, and moderate visitor potential. Includes major site and interpretive development but does not need or warrant a visitor center.

•Level 3-5 State Historic Site. Sites that have a strong interpretive value, statewide historical significance and moderate visitor potential, but which do not warrant a visitor center or major infrastructure development. Includes some marker sites and sites preserved strictly for their preservation and research value.

•Lewis and Clark period. The Lewis and Clark Expedition (1803-1806) was the first known U.S. military expedition through what is presently known as the State of North Dakota. The Lewis and Clark period in North Dakota includes the years before and after the actual expedition, ca. 1790s to the 1830s. The direct and indirect results of the expedition influenced many changes in North Dakota, including the fur trade, cultural change, commerce, exploration and military activity, international relations, transportation, and economic motive and settlement. The expedition helped make known the state’s resources to the rest of the world, which led to an increased interest in the region and consequently a burgeoning of activity.

•Local History Council. Two representatives from each of the eight planning regions of the state serve on the Local History Council, which meets quarterly at regional locations. The Council is facilitated by the Education and Interpretation Division and its goals are to provide liaison between county, local, and tribal local historical societies and museums; to advance an appreciation and understanding for these organizations; to demonstrate funding needs; to provide training and serve as a clearinghouse of ideas; and to encourage heritage tourism and economic development.

•material culture. The tangible changes produced by humans in adapting to, and exercising control over, their biosocial environment. Material culture study is the study of culture through artifacts from, or produced by, a particular community or society, usually across time.

•master (or conceptual development) plan. A detailed document that describes and guides future overall development of Level 1 - 2 state historic sites. A conceptual development plan is a briefer document that describes and guides future development of Level 3 - 5 state historic sites.

•museum. An organized and permanent institution or facility within a unit of government, essentially educational or aesthetic in purpose, with professional staff (paid or volunteer), which owns and utilizes tangible objects, cares for them, and exhibits them to the public on a regular basis.

•museum/public history education. Informal education within a museum or public history setting. Museum/public history educators serve as advocates for audiences. Their primary responsibilities are to ensure access to collections and exhibitions and to create both the environment and the program that encourage high-quality experiences for all people. Museum/public history education is achieved through the thoughtful application of audience analysis and principles of teaching and learning to the processes of interpretation, exhibitions, collections, and research.

•National Historic Landmark. Districts, sites, buildings, structures, and objects that are of national significance and that possess exceptional value in illustrating the heritage of the United States in history, architecture, archeology, engineering, and culture. National Historic Landmarks are automatically listed in the National Register of Historic Places. The list is maintained by the Secretary of the Interior.

•National Register of Historic Places. The national list of districts, sites, buildings, structures and objects significant in local, state, or national history, architecture, archeology, engineering, or culture. The list is maintained by the Secretary of the Interior under authority of Section 101(a)(1)(A) of the Federal Historic Preservation Act of 1966.

•preservation. The act or process of applying measures necessary to sustain the existing form, integrity and materials of an artifact. Work, including preliminary measures to protect and stabilize the artifact, generally focuses on the ongoing maintenance and repair of the artifact’s materials and features rather than extensive replacement and new construction.

•protection. 1) The act or process of applying measures designed to defend or guard the physical condition of an artifact from deterioration, loss, or attack, or to cover or shield the artifact from danger or injury. In the case of buildings and structures, such treatment may be of a temporary nature and with anticipation of future historic preservation treatment; in the case of archeological sites, the protective measure may be temporary or permanent. 2) Also, “protection” means a local review process under State or local law for proposed demolition of, changes to, or other action that may affect historic properties designated pursuant to Section 101(c) of the federal Historic Preservation Act of 1966.

•provenance. The source or origin of an artifact.

•restoration. Returning the artifact to its original appearance or to a condition illustrating a specific time or period by removing later additions, replacing missing parts, and cleaning.

•Secretary of Interior’s Standards for Historic Preservation and Archeology. The Secretary of Interior’s Standards and Guidelines for Historic Preservation and Archeology which provide technical information about historic preservation and methods. The subjects covered in the Standards and Guidelines include Preservation Planning, Identification, Evaluation, Registration, Historic Research and Documentation, Architectural and Engineering Documentation, Archeological Documentation, Treatment of Historic Properties, Professional Qualifications, and Preservation Terminology.

•society. 1) A group of people who have existed together as a self-sufficient and social group across generations. 2) An organization having the purpose of discovering, preserving and disseminating important knowledge in a particular geographical region; e.g., the State Historical Society of North Dakota.

•Society museum or visitor center. A facility that provides visitor amenities including travel and historical information, exhibit galleries, a museum store, offices, meeting rooms, rest rooms and storage.

•State Historic Preservation Officer or Office (SHPO). The officer appointed by the Governor to administer the Federal Historic Preservation Program in the state (the Society Director is the North Dakota State Historic Preservation Officer). The state office or organization that administers the Federal Historic Preservation Program in the state.

•State Historic Records Advisory Board. A state-wide advisory and coordinating body that works together to determine the archival needs of the state. The State Archivist from the State Archives and Historical Research Library Division is the coordinator and part of the nation-wide Council of State Historical Records Coordinators. The Council works together to apply for grants through the National Historical Publications and Records Commission (NHPRC).

•State Historic Sites collection. A system of 56 historic sites located throughout North Dakota. The Society state historic sites system is maintained by the Historic Sites Division.

•State Historic Sites Registry. The state’s list of districts, sites, buildings, structures, and objects significant in North Dakota’s history, architecture, archeology, engineering, and culture. The North Dakota State Historic Sites Registry is administered by the State Historical Society of North Dakota.

•State Historical Society of North Dakota Commission (SHSND Commission). An 18 member group appointed by Governor Hoeven to review the operating needs of the State Historical Society of North Dakota. The Commission reviewed information about the Society’s responsibilities, opportunities, and challenges. An interim report was produced and sent to Governor Hoeven outlining the Commission’s findings. A working paper will be produced from this report to inform the Governor and Legislature about the operating priorities of the Society.

•structure. A human-made construction built for purposes other than shelter. For example, it may be an engineering project large in scale, such as a bridge or tunnel.

•technical assistance. Providing expertise to anyone (e.g., the public, subgrantees, local governments, state or federal agencies, etc.).

•Tribal Historic Preservation Office (THPO). The office that assumes some or all of the duties of the State Historic Preservation Office (SHPO) for all the lands within the boundaries of the tribe’s reservation after receiving official recognition from the National Park Service.

•Volunteer Advisory Committee. The Committee is comprised of nine volunteers and one liaison representative from each of the six divisions of the Society. The Committee is facilitated by the Visitor Services Coordinator of the Education and Interpretation Division and its goal is to provide an advisory function to the Society in regard to the coordination and future direction of the Heritage Volunteer Program.

Sources:

•American Association of Museums. Excellence and Equity: Education and the Public Dimension of Museums. Washington, D.C.: American Association of Museums, 1992.

•Burcaw, G. Ellis. Introduction to Museum Work, third edition. Walnut Creek, Ca.: AltaMira Press (with the American Association for State and Local History), 1997.

•Ellis, Judith, ed. Keeping Archives, second edition. Victoria, Australia: DW Thorpe (in association with the Australian Society of Archivists Inc.), 1993.

•Hunter, David E. and Phillip Whitten, ed. Encyclopedia of Anthropology. New York, N.Y.: Harper and Row, 1976.

•Matthai Associates, Robert A. Historic Sites Ten-Year Plan. Bismarck: State Historical Society of North Dakota, 1993.

•Museum Education Committee (EdCom). Statement on Professional Standards for Museum Education. Washington, D.C.: American Association of Museums, 1990.

•National Park Service. Historic Preservation Fund Grants Manual. Washington, D.C.: U.S. Department of the Interior, 1997.

•National Park Service. National Register Bulletin 15: How to Apply the National Register Criteria for Evaluation. Washington, D.C.: U.S. Department of the Interior, National Park Service, Interagency Resources Division, 1991.

•National Trust for Historic Preservation. Getting Started: How to Succeed in Heritage Tourism. Washington, D.C.: National Trust for Historic Preservation, 1993.

•Schlereth, Thomas J. Artifacts and the American Past. Nashville, Tn.: American Association for State and Local History, 1980.

•Schlereth, Thomas J., ed. Material Culture Studies in America. Nashville, Tn.: American Association for State and Local History, 1982.

•Tilden, Freeman. Interpreting Our Heritage, third edition. Chapel Hill: The University of North Carolina Press, 1977.

•State Historical Society of North Dakota Commission Interim Report to Governor John Hoeven, January 2003.

The Society administers a system of 56 state historic sites of varying size, scope, and historical or archeological significance. In May 1993 the Society established a six-category rating scale with which to determine how a particular site should be developed:

Level 1: Major development with visitor center

Excellent interpretive value State-wide or national historical significance High visitor potential

Level 2: Major development without visitor center

Strong interpretive value State-wide historical significance Moderate visitor potential, but does not need/warrant a visitor center

Level 3: Moderate development

Strong interpretive value State-wide historical significance Moderate visitor potential, but does not warrant a visitor center or major infrastructure development

Level 4: Marker

Very limited development Best interpreted by noting the site's location and by providing a brief label or plaque describing the significance of the site Some marker sites can be collectively interpreted as relating to a single event or era in history

Level 5: Preservation/Research

Important to preserve because of value for research, religious significance to American Indians or danger of being lost through deterioration or non-historical development Site is very important but is deemed to exist primarily for preservation and study purposes, and therefore will not require infrastructure development or staffing

Level 6: Transfer

Not a level of development, but reflecting a policy decision to transfer administration and/or ownership to another agency or organization. Factors influencing this decision may include the site's historical significance being primarily local; lack of surviving original features; and/or non-interpretive uses of the site better administered by another organization or agency.