2017-2022 Long Range Plan

Adopted October 28, 2017

Mission: NCPH inspires public engagement with the past and serves the needs of practitioners in putting history to work in the world by

  • building community among historians,
  • expanding professional skills and tools,
  • fostering critical reflection on historical practice, and
  • publicly advocating for history and historians.

Vision: NCPH will be the “go to” organization for public history that professionals turn to day to day, through the year, and throughout their careers.

Values: In pursuing this vision, NCPH will work with

  • openness to new ideas,
  • nimbleness to adapt to change,
  • sensitivity to difference,
  • responsibility to personal and professional ethics, and
  • attentiveness to the needs of the widest community of public historians.
Download a PDF version of the Long Range Plan

Pillar 1: Developing and sustaining a public history community

Goal
Activity
Timeline
Who is Responsible
A. Nurture a collaborative environment between all who are part of a broadly defined public history community (including those who do public history work but do not use the term public history)1. Explore additional and/or more formal partnerships and affiliations with related organizations with an emphasis on relationships that connect NCPH to new audiences and constituencies1. Ongoing1. Board and Staff
2. Restructure membership purchase and renewal process to collect demographic information to better understand the organization’s membership2. By 2017 fall board meeting2. Membership Manager with Diversity & Inclusion Task Force
3. Have committee chairs develop inter-committee collaboration plan3. By 2018 annual meeting3. Committee Chairs
4. Write a digital communication and social media plan that encourages conversation and sharing across multiple digital platforms and review plan annually4. Develop by 2018 annual meeting, implement in 2019 and review annually4. Membership Manager and Digital Media Group
5. Review editorial practices of The Public Historian, [email protected], and publications from the office (i.e. Public History News, Public History News Update) to ensure that the forms for communication are varied, inclusive, and flexible enough to meet the needs and demands of our different communities. Assess ways these platforms can encourage collaboration among various communities and ensure support for public-facing historical research and public-engaging programming5. By 2018 fall board meeting5. The Public Historian Editorial Board, Digital Media Group, and Staff
6. Review criteria for NCPH awards to identify areas where the guidelines too narrowly define the public history community or discourage collaboration6. By 2019 annual meeting6. 2018-2019 Award Committees
B. Create more balanced NCPH activities that better reflect the interests and needs of the organization’s many constituent communities1. Review post-annual meeting surveys of last two years to identify trends and concerns1. By 2018 annual meeting1. Program Manager
2. Assess topic balance of last two annual meeting programs and identify areas of focus for future annual meetings2. By 2018 annual meeting, review annually2. Program Manager with Program Committee Co-Chairs
3. Review Program Committee’s assessment criteria for proposals and ensure it is made public3. By 2018 annual meeting, then annually3. Program Manager with Program Committee Co-Chairs
4. Review last two annual meetings to identify number of academic-focused vs. practitioner-focused sessions and programming, and review academic and theory-based sessions to ensure they are varied4. By 2018 fall board meeting4. Curriculum & Training Committee with Program Manager
5. Review past work to engage and include local community and develop additional resources or strategies to support this work at annual meeting. Provide information on past successes to future Local Arrangements Committees5. By 2019 annual meeting5. Program Manager, with current and incoming Local Arrangements Committee Co-Chairs
6. Establish yearly goals for number of, and topics for, future mini-cons and identify potential partner organizations and groups to help reach these goals6. By 2018 annual meeting6. Membership and Professional Development Committees
7. Review and update website resources to better reflect interests of various practitioners (pages under “What is Public History” and “Publications & Resources”)7. By 2018 fall board meeting7. Specific committees as needed
C. Develop new spaces for NCPH members to convene in-person outside of the annual meeting1. Encourage regional collaborations by creating a simple and structured application process for the mini-cons1. By 2018 annual meeting1. Membership Committee and Membership Manager
2. Explore feasibility of regional hubs or regional gatherings2. By 2018 annual meeting2. Staff and Committee Chairs
3. Explore opportunities for NCPH to sponsor sessions, working groups, or other events at related conferences3. By 2019 fall board meeting and ongoing3. Professional Development Committee, Graduate Student & New Professional Committee, Consultants Committee, and Staff
D. Encourage knowledge-sharing approaches among practitioners in various fields and those in public history training programs1. Explore collaboration opportunities— such as committees, partnerships, and other affiliations— with groups outside of NCPH1. By 2018 fall board meeting1. Board of Directors
2. Include specific provisions in calls for annual meeting participation and the mini-con application to encourage cross-field sessions, events, and networking2. By 2019 annual meeting2. Staff in consultation with Committee Chairs
3. Review and improve existing forums to share information/approaches between audiences3. By 2019 annual meeting3. Curriculum & Training and Professional Development Committees, with Digital Media Group
4. Investigate feasibility of providing digital learning opportunities such as webinars or social media chats to encourage year-round knowledge sharing4. By 2019 annual meeting4. Curriculum & Training and Professional Development Committees, with Digital Media Group

Pillar 2: Developing the most diverse community of practice, diversity of people, and diversity of activities possible while fostering an environment welcoming of change

Goal
Activity
Timeline
Who is Responsible
A. Increase diversity and inclusion of NCPH membership and the profession1. Develop a statement that articulates NCPH’s overall commitment to diversity and inclusion as those terms are most broadly defined (including ability/disability, gender and sexual identity, age, class, etc.); and develop a plan to guide communications, publications, and activities in the immediate future as we prioritize ethnic/racial diversity and inclusion (both internally, in terms of membership, conference participation, etc., and externally, as visible advocates for change in the field)1. Ongoing1. By 2018 fall board meeting
2. Review activities of peer organizations and academic institutions to look for best practices on inclusion and collaborative opportunities to diversify the field2. By 2018 fall board meeting, review annually2. Staff and Diversity & Inclusion Task Force
3. Explore partnerships to increase diversity and inclusion in the field of public history and explore development of best practices documents to help guide collaboration efforts, particularly with HBCUs, HSIs, Tribal colleges, and community colleges3. By 2018 fall board meeting3. Diversity & Inclusion Task Force
and Committee Chairs
4. Conduct assessment of NCPH communications, policies, and activities to ensure they are inclusive4. By 2019 fall board meeting4. Membership Manager with Membership Committee and Diversity & Inclusion Task Force
B. Increase diversity of NCPH committee members1. Review committee appointment process to ensure balance of interests and diversity of membership1. By 2018 annual meeting1. Vice President with Executive Director
2. Develop approach to create more inclusive committees and to encourage committees to internalize the values outlined in the forthcoming diversity/inclusion statement2. By 2019 annual meeting2. Vice President, Executive Director, and Diversity & Inclusion Task Force
C.Increase the level of diversity and inclusion in NCPH activities and publications by preparing the current constituency for a more diverse organization and welcoming change1. Review conference-related diversity and inclusion policies and strategies of peer organizations to build a more inclusive annual meeting1. By 2018 annual meeting1. Program Manager
2. Develop a process by which to measure the level of diversity across all levels of programming at the annual meeting2. By 2018 fall board meeting2. Program Manager, Program Committee Co-Chairs, and Diversity & Inclusion Task Force
3. Establish outreach goals in order to promote programs, activities, and publications to a broader range of organizations and potential affiliate groups3. By 2018 annual meeting3. Staff
4. Develop Accessibility Plan for the annual meeting4. By 2018 annual meeting4. Staff and Board
5. Include sessions and conversations at the annual meeting discussing diversity and inclusion as a central thrust of the Long Range Plan, the future of the organization, and the field at large5. By 2019 annual meeting5. Program Manager, Program Committee Co-Chairs, and Diversity & Inclusion Task Force
6. Review and assess past use of discretionary fund for diversity and recommend adjustments to the use and process of using the fund; this may include the creation of scholarships to promote annual meeting access for participants  (students, community partners, and others) from underrepresented groups6. By 2019 annual meeting6. Diversity & Inclusion Task Force with Program Committee Co-Chairs, and Program Manager
7. Explore development of separate application for student volunteers at the annual meeting designed to increase access to conference funding opportunities7. By 2019 annual meeting7. Program Manager with Diversity & Inclusion Task Force
8. Identify and solicit mini-con partnership opportunities that help foster a diverse and inclusive profession and membership8. By 2019 fall board meeting8. Membership Committee and Staff
9. Increase inclusivity in NCPH publications including [email protected], social media, Public History News, and The Public Historian, including recruiting posts for [email protected] and other NCPH outlets from people involved in this work that discuss ongoing efforts9. By 2019 fall board meeting9. Board, Committee Chairs, Diversity & Inclusion Task Force, Digital Media Group, Staff
10. Develop approach to provide increased financial support for members of underrepresented groups to participate in the annual meeting10. By 2020 annual meeting10. Board, Development Committee, Diversity & Inclusion Task Force
D. Deepen relationships and encourage greater participation from local communities hosting annual meetings and mini-cons1. Create additional venues within the annual meeting that promote local and regional initiatives and identify ways to highlight these opportunities for attendees1. By 2019 annual meeting1. Program Manager, Membership Manager, and Local Arrangements Committees
2. Develop approach to prioritize a service trip at each annual meeting2. By 2019 annual meeting2. Program Manager and Local Arrangements Committee Co-Chairs
3. Develop outreach plan to connect mini-con partners and attendees with NCPH and the public history community beyond the event3. By 2020 annual meeting3. Staff with Membership and Professional Development Committees
4. Develop plan to include annual meeting host city community in established meeting activities, and continue involvement in public history community after meeting4. By 2020 annual meeting4. Program Manager, Awards Committees, and Local Arrangements Committees

Pillar 3: Expanding the professional skills and tools of all practitioners of public history

Goal
Activity
Timeline
Who is Responsible
A. Engage and sustain members and prospective members at different stages of their training and  careers1. Continue to develop and promote “best practices” documents that address the full range of member needs that enhance discussions between historical practice, engagement, and scholarship1. Ongoing1. All Committees with Staff
2. Ensure new digital communications plan responds to needs of members according to career stage2. By 2018 fall board meeting2. Committee Chairs, Digital Media Group, and Membership Manager
3. Review range of activities provided and what career stages they serve, then investigate gaps3. By 2018 fall board meeting3. Professional Development Committee and Program Manager
4. Explore ways the NCPH award winners can serve as mentors and be a resource to other public historians4. By 2019 annual meeting4. Membership Manager
5. Develop new activities and annual meeting programs that ensure support for different career stages, from academic training through retirement5. By 2019 fall board meeting5. Professional Development and Program Committees with Program Manager
6. Research other organizations’ mentoring and professional development resources and explore feasibility of implementing similar programs for NCPH6. By 2021 annual meeting6. Membership, New Professional & Graduate Student, and Professional Development Committees
B. Continue to build an environment where professional skills are developed and enhanced1. Explore professional development collaboration and partnership opportunities with other organizations and HBCUs, HSIs, Tribal colleges, and community colleges1. Ongoing1. Staff, Professional Development Committee, and Diversity & Inclusion Task Force
2. Assess effectiveness of existing annual meeting workshop model2. By 2018 annual meeting2. Program Manager and Professional Development Committee
3. Consult membership to identify professional skills needs and develop curriculum for activities3. By 2019 annual meeting3. Staff and Committee Chairs
4. Increase the number of skills-based workshops and sessions at the annual meeting and encourage and prioritize skills-based mini-cons4. By 2019 annual meeting4. Staff and Professional Development Committee
5. Explore the possibility of professional development webinars or other forms of online learning, either on our own or through partnerships with sister organizations5. By 2019 annual meeting5. Staff and Professional Development Committee
C. Increase support for  job seekers and new professionals1. Explore feasibility of a digital resume review service1. By 2018 annual meeting, for possible implementation by 2019 annual meeting1. New Professional & Graduate Student, Professional Development, and Membership Committees, with Membership Manager
2. Develop a companion to the public history graduate program Navigator to create a similar resource for navigating the job market2. By 2019 annual meeting2. New Professional & Graduate Student Committee with input from office and outside readers
3. Consider ways that the NPCH job posting service could be altered to better promote transparency and equity in hiring and compensation3. By 2019 fall board meeting3. New Professional & Graduate Student and Professional Development Committees, with Membership Manager
4. Research existing examples and explore feasibility of a job shadowing pilot project4. By 2019 fall board meeting4. New Professional & Graduate Student and Professional Development Committees, with Staff

Pillar 4: Fostering critical reflection on historical practice

Goal
Activity
Timeline
Who is Responsible
A. Encourage collective national and international conversations about the shape and direction of public history1. Review and revise editorial guidelines and author/content recruitment practices of The Public Historian to ensure incorporation of different public history perspectives while remaining leading scholarly journal1. By 2018 annual meeting1. The Public Historian Editorial Board
2. Review and revise editorial guidelines and author/content recruitment practices of [email protected] to ensure incorporation of different public history perspectives2. By 2018 annual meeting2. Digital Media Group
3. Make revised editorial guidelines and recruitment practices available on ncph.org. Provide statistics on submission and approval rates through development of a “fact sheet” for submitting to The Public Historian and [email protected]3. By 2018 annual meeting3. Staff, The Public Historian Editors and Editorial Board, and Digital Media Group
4. Establish yearly benchmarks for use of digital communication platforms to stimulate discussion and debate about public history4. Develop by 2018 annual meeting, implement in 2019 and review annually4. Membership Manager and Digital Media Group
5. 1.      Explore partnerships with peer organizations that serve non-white audiences (i.e. the African American Intellectual History Society, the Association for the Study of African American Life and History), and co-produce scholarly content (joint issues of The Public Historian, cross-postings on [email protected], etc.)5. By 2019 annual meeting5. The Public Historian Editorial Board and Staff, Digital Media Group
6. Review format and content of Public History News and Public History News Update to ensure they are relevant and shape the conversations of the field6. By fall 2019 board meeting6. Staff
B. Encourage regional and local conversations on public history among public historians1. Create new criteria and application process for regional mini-cons and establish annual targets1. By 2018 fall board meeting1. Staff with Membership and Professional Development Committees
2. Explore activities and partnerships to foster regional communities both online and in person2. By 2020 annual meeting2. Staff with Membership and Professional Development Committees
C. Lead in the professional and academic conversations about digital scholarship and digital public history1. Undertake review of past four annual meetings to identify digital public history topics and suggest focuses for future meeting activities1. By 2018 annual meeting1. Digital Media Group and Program Manager
2. Establish periodic review of digital scholarship and digital public history practices and support discussion of digital public history practices at the annual meeting, future mini-cons, on [email protected], and through partnerships with leaders in digital scholarship2. First review due by 2018 fall board meeting. Ongoing review biennially2. Digital Media Group
3. Work with the American Historical Association and the Organization of American Historians to revise the 2010 Tenure & Promotion White Paper with support for digital scholarship and digital public history3. By 2020 annual meeting3. Existing Joint Task Force on Public History Education and Employment in coordination with Digital Media Group, Curriculum & Training and Professional Development Committees

Pillar 5: Publicly advocating for history and historians, and for public history as a field

Goal
Activity
Timeline
Who is Responsible
A. Be at the forefront of advocacy for history, historians, and practitioners1. Develop plan to consult with leaders in state and local historical societies, federal agencies, museums, and other entities to ensure links between public history curriculum and practice1. By 2018 annual meeting1. Advocacy Committee with Curriculum & Training Committee
2. Work to raise the profile of public history by exploring relationships with other organizations (librarians, archivists, etc.) and by connecting to other related programs and initiatives (i.e. AHA’s Career Diversity2. By 2020 fall board meeting2. Advocacy Committee
3. Work to raise the profile of public history beyond predominately white institutions by collaborating more closely with HBCUs, HSIs, Tribal colleges, and community colleges3. By 2020 fall board meeting3. Advocacy Committee and Diversity & Inclusion Task Force
B. Be more responsive to the needs and interests of stakeholders (members, partners, supporters)1. Host a session at annual meeting to discuss advocacy efforts1. Annually1. Advocacy Committee
2. Review effectiveness of existing Advocacy Policy annually2. Annually at fall board meeting2. Advocacy Committee
3. Create a consultation approach that is responsive to the interests of stakeholders3. By 2018 fall board meeting3. Advocacy Committee
C. Support the historical and humanities communities in their advocacy efforts1. Report on participation with, and work of, National Coalition for History, National Humanities Alliance, and related groups (i.e. History Relevance, International Federation for Public History1. Annually1. Executive Director
2. Explore feasibility of partnering and collaborating with other humanities/history practitioners (i.e. librarians, archivists, policy makers, etc.)2. Annually2. Advocacy Committee
D. Work to raise the profile of public history amongst potential students, historians, cultural institutions, and other practitioners1. Review and update Guide to Public History Programs and Public History Navigator using a more all-encompassing vision of public history.1. Annually1. Curriculum & Training and New Professional & Graduate Student Committees
2. Review organization’s promotional materials about public history education and careers2. By 2018 annual meeting2. Committee Chairs and committees as needed
3. Create new/updated promotional materials to include a more all-encompassing vision of public history (beyond academia)3. By 2019 fall board meeting3. Committee Chairs and  committees as needed

Pillar 6: Ensuring the ongoing stability of NCPH

Goal
Activity
Timeline
Who is responsible?
A. Increase internal capacity of NCPH to pursue its goals1. Develop multi-year staffing plan1. By 2018 annual meeting1. Executive Committee
2. Examine operational requirements of NCPH executive office in case of changes to existing academic partnership agreement2. By 2019 annual meeting2. Finance Committee
B. Increase financial transparency of NCPH1. Explore options for new revenue stream models to support self-sufficiency, including bringing in external advisors/experts1. By 2018 fall board meeting1. Finance and Executive Committees
2. Develop multi-year financial forecasting document2. By 2019 fall board meeting, then biennial review2. Finance Committee
C. Increase fundraising capacity of NCPH to pursue its goals1. Maintain consistent annual contributions to Endowment and Annual Funds1. Annually1. Development and Finance Committees
2. Explore possibility of growing the Endowment to $1 million2. Review by 2017 fall board meeting, implement 2018-20202. Development and Finance Committees
3. Develop and promote new fundraising plan3. By 2018 fall board meeting3. Development and Finance Committees
4. Explore feasibility of bringing in external fundraising support4. By 2018 fall board meeting4. Development and Finance Committees
D. Continue to develop and refine efforts to retain and recruit members and annual meeting attendees1. Pilot and review new member welcome program1. 1.    Pilot 2017-2018, Review by 2018 fall board meeting1. Membership Manager, Membership and New Professional & Graduate Student Committees
2. Review and revise member welcome packets and brochures2. By 2018 annual meeting2. Membership Manager
3. Explore avenues for retention of first time meeting attendees as participants in the life of the organization3. By 2020 annual meeting3. Staff and Committee Chairs