Education Outreach at the Minnesota Historical Society recently took a survey of how history education works at local historical organizations in our state. One of the more compelling statistics that emerged from those that answered relates to financially planning to accomplish mission. One of the questions was whether or not the organization had a line item in its budget for school tours. Forty-two percent said that they did. A later question asked for an estimate of the number of school children served on tours. Of those served, 82 percent of all of the children went to an organization that had a line item in its budget for school tours. This seems to indicate the usefulness of intentional planning to accomplish goals that further mission.

What goals have you specifically planned to accomplish through your budget? Is there any success that seems to work without the organization having to cultivate the activity?

Thursday June 4, 2009, was the “Practical Leadership: A Balanced Approach” conference from the Minnesota Council of Foundations. In the “Beyond Mergers” session Stan Birnbaum of MACC Consortium challenged the assumption that two organizations merging or cooperating in other ways would reduce operating expenses, commonly thought of as “administrative overhead” in core services such as finance, human resources, technology and facility. In the example he provided those costs generally went up with the merger, but other efficiencies were gained so that his example saw an overall cost savings in program areas of about 10 percent.

Why? Mr. Birnbaum demonstrated that most nonprofits are undercapitalized in their core services. In other words, the cost of administering nonprofits is often artificially low because of a desire to infuse as many of the organization’s limited resources into its programming. How often has an organization continued to utilize an out-of-date computer, which slows other operations, just to avoid the expense of a new one? The practice of funneling maximum resources to programming then colors aspirations for cost savings in new alliances. His message seemed to be when considering partnering or merging that the two organizations should challenge assumptions about how the new joint venture will actually function.

Whether or not an organization considers a joint venture, challenging operational assumptions is a healthy exercise. In what specific ways do you feel your organization might be “undercapitalized”?

In the Overlooking Local Museums discussion last month, the tenor was about failing to visit locally when other sites further away seem more exciting. Many people probably desire to visit Washington DC. Why not? After all it is the nation’s capital and decisions made there affect so much of what happens in the world. As long as one is there soaking in firsthand its rich significance, there are plenty of museums that are part of the local flavor. Those museums have integrated themselves by supporting the ambiance of the place. The museums are as distinctive as their host city.

It seems to me that several local history organizations in Minnesota also actively seek that same kind of integration in their communities as distinctive enhancements. Although there are more to name, let me highlight just two. Anoka County Historical Society in the metro area has a strong track record of work with both the City of Anoka and around the county. ACHS assisted the City of Anoka with the creation of historic markers along a popular walking trail beside the Rum River. While people may not necessarily go for the history, the several times that I have randomly visited it there have always been people looking at the markers. In this way ACHS blends in with its host community to amplify a positive experience for residents and tourists alike by portraying the city for what it is: a place important to people.

Morrison County Historical Society in Little Falls a number of years ago likewise had the opportunity to work with its host city, but this time on a curriculum. Through what is taught in school, hopefully young residents will discover compelling reasons to stay in the community when they grow up. Many communities, even states as a whole, grapple with how to keep its young people.

There are many other strategies for integrating history, a history ethic, and clues to the support role that historical organizations have in enhancing the attractiveness of a community profile. How do you or your organization show that grass is just as green and lush locally? I don’t mean what do you tell people, but what specific projects have you accomplished that are now part of the community’s identity?