NCH DRAFT STRATEGIC PLAN

(BOARD APPROVED–Revised 2018)

Mission: The purpose of the National Coalition for History (NCH) is to serve as a central educational/advocacy outreach office for historians, archivists, researchers, teachers, students, preservationists, political scientists, museum professionals, genealogists, and other stakeholders. 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 the study and appreciation of history by serving as a clearinghouse of information to and encouraging cooperation among our stakeholders. The NCH promotes the interests of history on the federal and state levels, with special attention given to the funding and status of public agencies with history-related programs and policies, regulations, agency directives, and programs that affect historical 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.

Note: we use “history” throughout this strategic plan as a catchall term for the entire spectrum of communities and causes we advocate for, which also include education, archives, museums, preservation, genealogy, and more.

  1. Advocacy: One essential function of NCH is to advocate for and promote the interests of our stakeholders 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.
  2. Goal: Establish and implement a clear legislative agenda to advocate effectively on behalf of history.
  3. Strategy: Establish priorities by 1) identifying issues and the history stake in them and 2) identifying stakeholders (organizations and individuals) willing to take the lead or partner with NCH

Action steps:

  • By December 31 of each year, the Executive Director identifies issues and stakeholders, articulates history’s 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 and secondary and establishes priorities within each group.
  • As new issues come up during the year, the Executive Director articulates history’s stake in them and recommends to the Policy Board what priority they should be given.
  1. Strategy: On primary issues, lobby directly and issue Action Alerts for grassroots lobbying in partnership with member and other 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.
  1. 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.
  1. Goal: Advocate for history through communication and coordination with agency heads, policy makers, and staff across federal and state governments.
  2. Strategy: Establish and maintain relations with key individuals and monitor activities of key agencies and offices

Action steps:

  • In consultation with stakeholders, the Executive Director identifies primary contacts and develops communications plan.
  • Maintain and promote the Congressional History Caucus as a key point of contact for issues that might arise.
  1. 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.
  1. 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 community and to develop within these audiences a deeper appreciation for the value of history to our society.
  2. Goal: Provide a clearinghouse of information on a range of policy, legal, and professional issues and events related to history.
  3. Strategy: Continually improve 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 community, allied professions, policy makers, and the media; ensuring that its content continues to provide a breadth and depth of coverage of essential history-related 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.
  1. Strategy: Continually improve social media presence, including Facebook and Twitter, in order to reach a broader audience

Action step:

  • Post regular updates on NCH’s Twitter and Facebook, including breaking news, member organization business, and advocacy opportunities. Engage with the broader history community by responding to comments, retweeting, and engaging with popular hashtags.
  1. 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 ensure the website is kept updated on a regular basis.
  1. Goal: Identify key journalists and engage in issues of concern to the history community.

Action step:

  • In consultation with stakeholders, the Executive Director identifies primary contacts and develops communications plan.
  1. Goal: Identify, track, and report on various legal matters of interest to the history community and facilitate involvement of member organizations

Action steps:

  • The Executive Director identifies issues, articulates history’s 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.
  1. 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, as well as sufficient financial and staff resources to perform its essential functions to the greatest benefit of those communities.

  1. Goal: Strengthen relations with member organizations and their representatives.
  2. 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:

  • In consultation with the Executive Director, the Executive Committee develops a position description for organization representatives and a roster indicating terms and rotations.
  1. 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.
  1. Strategy: In addition to the regular meetings during the AHA 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:

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

Action step:

  • The Executive Director works with member organization representatives to establish links on their organizations’ websites, and follows up annually.
  1. Strategy: Work with member organizations to strengthen their advocacy capabilities and capacity.

Action steps:

  • Working with member organization representatives, the Executive Director identifies grassroots advocacy opportunities (including those run by the National Humanities Alliance and other partners) and promotes them among members.
  • Strengthen and promote the Congressional History Caucus as a key venue for advocacy. 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.
  1. 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 a plan for enhancing or expanding member organization benefits.
  1. 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.
  1. Goal: Broaden its organizational base.
  2. Strategy: Develop partnerships and coalitions

Action steps:

  • In consultation with member organization representatives, the Executive Director identifies new organizations to recruit for membership and ways to leverage personal contacts with Board members in that recruitment.
  • Work with related advocacy organizations, including the National Humanities Alliance and the National Trust for Historic Preservation, to promote each other’s efforts and coordinate on issues of overlapping interest.
  1. 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.
  1. Goal: Establish the financial foundation necessary to advance its mission.
  2. Strategy: Develop a five-year plan that addresses both operating expenses and special projects.

Action step:

  • The Executive Committee and the Executive Director develop a five-year plan for Policy Board consideration.
  1. Strategy: Build and maintain a reserve fund equal to half the annual operating budget

Action step:

  • As of 2018, the reserve fund totals approximately 33% of the annual operating budget. The Executive Committee and the Executive Director will develop a budget plan to bring it up to the full 50% goal for Policy Board consideration.
  1. Strategy: In consultation with member organizations, consider establishing a plan for regular increases of member organization dues.

Action step:

  • As part of the five-year plan, the Executive Committee and the Executive Director propose a plan for Policy Board consideration.
  1. Strategy: Coordinate member development and fundraising activities whenever possible.

Action step:

  • The Executive Director identifies targets and develops outreach plans.
  1. Goal: Develop staff resources to effectively carry out the NCH mission
  2. 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.
  1. Strategy: Augment staff through volunteers, interns, and paid staff. Augmentation of staff is dependent on office space limitations.

Action step:

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