BASIC ADVICE FOR HISTORICAL SOCIETIES WANTING TO MAKE A DIFFERENCE IN THEIR COMMUNITIES

By Kris Runberg

Local History Notebook, January / February 1988

"If we had a museum building, our historical society would really take off" is a belief often held by historical society members, but it's rarely substantiated in reality. Problems such as low membership, difficulty in raising annual funds, a lack of volunteers, few younger leaders and little community support won't go away by acquiring a building. Just ask most historical organizations which already have museums. The answers to these prevalent problems lay in the term: "historical society." You need to do good history and you need an organizationally sound society to support and use that history.

You need to ask your organization: "What is the purpose of the historical society?" We assume it is history. History comes first in your name and it ought to come first in purpose. Not necessarily a museum, but history. Scrutinize your programs. How much history do you really preserve and present? Historical organizations first need to determine what in their community is historically important and what role the group can play in preserving the community's history.

A survey of the community's history and resources could be an excellent starting point for a historical society to begin mapping a plan of action. Put together a small team (three or four people) to conduct this community history survey. Take advantage of your volunteers who are interested in research. Consider involving the librarian, local college professors, oral historians, county and city records officials, and high school history teachers and, maybe, even their students.

Divide your community history survey into two parts: history and the resources to be preserved to document that history. Outline the extent of your survey and be sure to let people know what you find either in your newsletter or the local paper. Be certain to set beginning and ending dates.

A historical society must have a real sense of all that history encompasses. Remember when conducting this survey, history does not stop at the turn of the century. It does not involve just important figures. History involves everyday life. It involves events that happened in 1850 and 1950. Certain eras and times in your history are more documented than others. But other eras--albeit less prominent-- need to be taken into account as well. Then, all that history needs to be compared with other communities and with events nationwide to realize its rightful place and importance.

The second part of your survey should identify what needs to be preserved. Special papers and materials, buildings, artifacts, the memories of older people, local folklore and traditions, and records from businesses, government, organizations and schools are all important. While a community history survey reveals much to be researched, documented and saved, no one group can do it all, regardless of how many people or how much money it has. But such a document provides information to help you set priorities, determine what areas members are concerned about, and which areas could best be left to other organizations. Your survey can create greater consensus among society members about directions for the organization. More importantly it demonstrates to the community--and to potential funding agents--you are serious about this history business.

Historical societies need to preserve history. But, equally important, they need to do something with that history if for no other reason than a group cannot get the needed community support by just preserving history. You need to help people appreciate their heritage and by creating an understanding of the past you contribute to the community's quality of life.

While many historical societies rely on museums to present their history, it is very difficult for people to learn about history in museums unless exhibits are thoroughly and carefully documented and explained in an accurate yet appealing fashion--no easy job. Besides, museums only reach the people who come to them. Slide shows, walking tours, traveling exhibits, oral histories, books, pamphlets, photograph exhibits, dramas, bus tours, films, videos, and reading seminars are a handful of the many ways to present history without buildings.

Innovative, history-oriented public programs for adults as well as children are the secret of success for many historical societies. Besides letting people know more about their community, programs expand your audience, create fresh opportunities for publicity, and document community involvement when asking for funding. Vary the programs to appeal to different audiences, from those seriously interested in history to those who would rather be entertained.

What kind of people do you need to get involved in your organization to help present the community's history? Think creatively. Teachers know about resources. Theater people have a sense of audience. Storytellers are excellent too. Don't forget writers. Never underestimate the power of the written word--even in this age of videos and television, most people who are interested in history still rely on books. But, do not neglect to involve people skilled at putting together slide shows or videos. Develop programs tailored to your community.

The stronger the organization, the greater the impact on the community it will have. But a strong organization is not an accident; it takes careful nurturing, a certain amount of street smarts, and an awareness of human nature to create an effective organization.

Your historical organization and, therefore your presentation of history, is only as good as the weakest board member. Scratch any good historical society and you will find an effective board. That board has a few tireless, strong leaders who do not alienate people in the community. That society's board also has a number of hard workers, as well as idea people, history buffs, business people, recent retirees and community newcomers. These board members are a part of the organization because they believe in its mission. You will not find a lot of nay sayers or tyrants on these boards.

How do you get good, qualified trustees? You invite community members--old and new--who have demonstrated the skills and dedication it takes to create a viable organization to join. Then make the changes they advise. It will not be easy, the foot-draggers on your board may be resistant and uncooperative. You may even have to encourage them to step down off the board (or make them trustees emerti).

The best run historical societies consider themselves businesses, not clubs. Success is judged not on profits but on satisfied customers and community impact. This doesn't mean every board members is a business person; it means the organization follows standard operating procedures.

You will also find in a strong organization a well-written constitution. When was the last time your organization's constitution was reviewed, seen, or even mentioned during a meeting? Check your's over. How many sections are obsolete? Revising a constitution may be beneficial.

If you have trouble getting people to board meetings, dust off a copy of Robert's Rules of Orders, then use it. Try a regimented schedule with an agenda that begins and ends at the appointed times.

The organization needs an annual budget and might even consider creating an annual report. Trustees and members get a sense of satisfaction seeing how the group fared in the year. Plus you need both of these documents when asking for funding.

Organizations without buildings do not require nearly as much money to operate. Of course, every group needs some money but if your group spends most of its time raising money, how well could you be serving history? Without a building to maintain, you can offer better, more frequent educational programs. Public programs make you more visible in the community and people are much more supportive when they can immediately see the results. Also, consider the types of grants available; what little there is, is not for building maintenance, or salaries. Grants, generally, support programs. Most foundations would much rather support a lecture series on local history than they would the rewiring of an old house.

Never take for granted your own members--your most important resource. Good volunteer organizations require a variety of skills and abilities. Finding the right person for the right job is a hard, but not impossible job. It takes some thought. An ad in the paper or your newsletter usually won't work. Instead, identify projects you want done and the people who would be good at them. Too often we decide what projects we want to do without considering the people we have to do them. If you have a project but no one qualified to do it, then wait because it simply won't get done as well.

Do you sometimes feel your organization is competing with other non-profit groups and cultural organizations in your community ? Not a good sign! We are all in the same business of improving the community. Cooperative ventures can be a way to renew enthusiasm among your members (and theirs), to gain more members and find new ideas. For example, with local service groups, create a slide show on their history in the community. Other cooperative ventures could include forming a readers' theater with a local drama group, a publication venture with area genealogists, a reading seminar with the local library, a walking tour with a preservation group. It makes good business sense to join community forces--and it makes for a better community.

Organizations need an address. Not just a post office box number but an office space to conduct business, house records, hold meetings and work on projects. A museum building is not always the answer. Perhaps there is room at a local library, the city hall, or a county building. One group operates a room in a local school. One word of caution: Wherever your office space is located, it will associate you to your host. And you may not want to be in a place where your organization's sense of identity will be overwhelmed by your host's.

And if it has not occurred already, someone is going to offer your group a building they feel would make a wonderful museum. A number of your board members will be tempted to take the building because when it comes right down to it, just like most of us want our own home some day, most organizations want their own building--regardless if this is the healthiest and wisest decision over the long term. Your organization needs to deal with this dilemma before it happens. The organization needs a written policy explaining why your group can currently function better without a museum. You must clearly articulate this to the public in a positive manner because if you can't, you are going to end up with an albatross. If it's buildings your organization wants to preserve, get involved with local preservation groups. Then find commercial uses for these buildings. A museum is not the best way to save an old building.

Whether you operate a museum or not, people want to give artifacts to your organization. Often it is material they can't bear to throw away. However, you must evaluate every offer in light of your community's history: How much does the artifact say about this community? How rare is it, and how well will your organization take care of it? Again, the board of trustees needs to create a policy spelling out what you will take and why.

When declining artifacts, give the potential donors alternatives--other museums in the region which might be interested. If your organization decided not to operate a museum, explore other options to preserve important pieces of your past. Consider agreements with other area museums where you might send people with artifacts and, if they decide to take it, you may have an option to use these artifacts for special events. Often libraries host local history rooms, an excellent way to preserve paper material while ensuring regular access to it.

History is too important not to serve it well. If your historical organization doesn't do it, probably no one else in your community will. Therefore, you need to decide how important that history is and how much energy your group wants to put into it.

Care enough about history to take a good hard look at your organization. Put community heritage above personal agendas. Be willing to try new ideas and consider alternatives to the way you have always done things. Historical societies do not need buildings to be effective and healthy. In order to effect the quality of life in the community, historical societies need people with positive attitudes toward history and its potential

This article was written by Kris Runberg, head of the OHS Local History Office, in response to the notion that to effectively preserve and interpret history, groups must own and operate a museum building. This article is dedicated to Pauline Meek and Mary Morgan, two people who proved historical societies can be transformed into exciting organizations making differences in their community.

Suggested Reading

Bryan, Charles & Mark Wetherington. Finding Our Past: A Guidebook for Group Projects in Community History. East Tennessee Historical Society, 1983.

"A Sense of Place: A Historian Advocates Conceptual Approaches to Community History." History News, April 1983, pp.17-20.

Kammen, Carol. On Doing Local History: Reflections on What Local Historians Do, Why, and What It Means. AASLH, 1986.

Kyvig, David E. & Myron A. Marty. Nearby History: Exploring the Past Around Us. AASLH, 1983.

George, Gerald & Cindy Sherrell-Leo. Starting Right: A Guide to Museum Planning. AASLH, 1986.

National Trust for Historic Preservation. Steering Nonprofits. NTHP, 1984.

Naumer, Helmith J. Of Mutual Respect and Other Things: An Essay on Museum Trusteeship. AAM, 1977.

Nordhoff, Nancy. Fundamental Practices for Success with Volunteer Boards of Non-profit Organizations. FunPrax Associates, 1982.

Ullberg, Alan with Patricia Ullberg. Museum Trusteeship. AAM, 1981.

The Local History Notebook is edited and published by the Ohio Historical Society's Local History Office in order to bring useful information to people working in the local history field. The selection of subjects and authors is based on inquiries to the Local History Office and on the editor's determination of issues which are timely in nature and lasting in scope. The reference inserts are copyrighted 1988 the Ohio Historical Society. Reprints are available; please specify volume and number. For further information, contact:

Local History Office
Ohio Historical Society
1985 Velma Avenue
Columbus, OH 43211
Phone: (614) 297-2340
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oahsm@ohiohistory.org