The pursuit of history is a quest for understanding the people, events, and places whose stories and experiences influence our lives today. For some, it is personal work, focused on uncovering community and family stories and tracing generations of ancestors. Others’ investigations encompass whole time periods, social movements, wars, industries, or populations. Regardless of where we focus our efforts, comprehension of the past provides us with our identity and an ability to make better decisions for today and tomorrow.
Appreciation of history can lead to a engaged citizenry and also offers the thrill of making connections to the past. History well told is appealing and amazing. The true stories of the human condition are alternately funny, inspiring, upsetting, sad, entertaining, touching, astounding, and more.
The mission of the Ohio Historical Society is to help people connect with Ohio’s past in order to understand the present and create a better future; this mission reflects the Society’s commitment to providing both the worthy outcomes and the sense of excitement promised by history. Our state’s past is rife with fascinating stories, encompassing the lives of a diverse array of peoples extending over thousands of years.
The Strategic Plan for
2008-11 (Plan) is a roadmap to
achieving our mission and making sure that
In the following pages, we have identified five mission-based strategic initiatives and measurable goals for achieving implementation while also taking steps to improve our organizational operating capacity and make even stronger connections with our stakeholders and constitutents. The plan emphasizes excellence, efficiency, and entrepreneurialism. The basis for strengthening the Society is embedded in our initiatives, increasing our promise for making Oho’s history more meaningful and engaging for Ohioans today and in the future.
The mission, values, and vision provide a framework for the Strategic Plan for 2008-11 (Plan), setting the direction and providing a focus for developing action plans and prioritizing the work of OHS.
§ The Society’s mission statement describes the core purpose of the organization – why it exists, what it does, and for whom.
§ The Society’s values are closely held beliefs that guide individual and group behaviors, directing the way the institution makes decisions and does business.
§ The vision describes what OHS aspires to be in the future, challenging and inspiring us in reaching our goals.
The mission of the Ohio Historical Society is to help people
The Ohio Historical Society is committed to excellence and
exceeding customers’ expectations in all that we do. This commitment rests on a dedication to
broad accessibility and inclusiveness in preserving and sharing
§ We recognize the importance of partnership and collaboration: teamwork – both within OHS and with our stakeholders and partners – is a hallmark of all our efforts.
§ We are committed to accessibility to all of our programs and services and to the decisions we make and the actions we take to plan and carry out our activities.
§ We believe in the power of diversity – in the people and organizations we serve, in the programs and services we offer, and in the ideas and perspectives we represent.
§ We recognize the contributions of the Society staff and strive to create a workplace that supports mutual respect, excellent communication and shared decision-making to create opportunities for learning and growth.
The Ohio Historical Society will be recognized as the nation’s most effective statewide advocate for history through its partnerships, leadership and a full array of history related services.
We will achieve a strong, stable financial future through entrepreneurship, creativity, innovation and balanced public/private support.
The Ohio Historical Society will be:
The first point of entry for all things related
Recognized for our leadership in building
Known for leveraging partnerships to advance
§ Known for empowering all people in using history to transform the quality of their lives.
§ Recognized for engaging a variety of communities in delivering history programs and services that are relevant to people’s lives.
§ Recognized for the breadth and high quality of our customer service.
(Empower individuals, families and groups to connect with each other and explore how ideas, people and actions in history shape our lives)
a) Develop and implement a model for a "full OHS history service" approach to help people connect with history using the Civil War Sesquicentennial. Time frame: FY08-FY15 Lead: CHPSO
(1) Develop Statehood Day into the national model for one-day history advocacy programs: Include the Sesquicentennial in Statehood Day efforts and the biennial budget request. Time frame: FY09 Lead: Administration
b) Building on the “full OHS history service” model piloted for the Civil War Sesquicentennial, develop a plan using this approach for providing programming that extends outside of OHS facilities. Time frame: FY11 Lead: Museums
and implement a plan for strategic web development that makes ohiohistory.org
the primary online resource for people to connect with
(1) Develop a team-based approach to improving our technological infrastructure to include our web properties. Time frame: FY09 Lead: Administration
(2) Explore the feasibility of implementing customer relationship management software to better serve our customers. Time frame: FY09 Lead: Administration
a) Develop and implement an interpretive plan for the entire organization that focuses on programs and exhibits that incorporate empowering intergenerational audiences with personally and culturally relevant history experiences. Time frame: FY08 Lead: Museums
(1) Plan for the next generation of exhibits
and programming at the
b) Take immediate steps to update, plan for, and ensure excellence in exhibits and programs with a focus on empowering intergenerational audiences with personally and culturally relevant history experiences. Time frame: FY08 Lead: Museums
(1) Successfully execute the Once Upon A Dime
(2) Complete the Caniff exhibit within the orientation area. Time frame: FY08 Lead: Museums
(3) Develop and install the “Quilting African-American Women’s History” exhibit at NAAMCC. Time frame: FY08 Lead: Museums
(4) Successfully execute the Capture the
Moment exhibit at the
(5) Complete the Newark Earthworks interpretive exhibits. Time frame: FY08 Lead: Museums
(6) Complete the Cedar Bog interpretive exhibits. Time frame: FY08 Lead: Museums
(7) Complete the Quilt Stories. Time frame: FY08 Lead: Museums
(8) Implement site installations of the
(9) Reinstall the
execute the Rockwell’s
and install an African American art exhibit at the
(12) Raise funds for REV exhibits and accompanying programs. Timeframe: FY08-09 Lead: IA
c) Organize an experience-based approach, overseeing planning and assuring excellent quality, facilities, and customer service. Time frame: FY09-FY10 Lead: Museums
(1) Develop and advocate for the capital budget request. Timeframe: FY08-09 Lead: Facilities & Administration
(a) Advance capital budget request for storage facility. Time frame: FY08-FY09 Lead: Facilities
(2) Create a better understanding of target market needs and interests as a foundation for better relationships and realignment of activities that will foster greater participation in OHS programs. Time frame: FY09 Lead: Marketing and Business Development
(3) Develop strong brand identity and messaging for changing exhibits and their accompanying programs for Ohio Historical Society. Time frame: FY09 Lead: Marketing and Business Development
the Ohio Historic Preservation Office into the
(5) Implement key Family Friendliness Team recommendations. Timeframe: FY08 Lead: Museums
(6) Complete Grant sites interpretive plan. Timeframe: FY08 Lead: Museums
(7) Complete Rankin site interpretive plan. Timeframe: FY08 Lead: Museums
(8) Complete Morgan’s Raid signage and guidebook. Timeframe: FY08 Lead: Museums & Facilities
(9) Implement key recommendations from the Hallways REV Team. Timeframe: FY09 Lead: CHPSO & Museums
(10) Develop a culture and incentive system that promotes effective internal and external customer service and teamwork. Time frame: FY10 Lead: Administration
(Connect people to the tangible and intangible evidence of the past and preserve this shared heritage for the benefit of future generations)
a) Revise all current collections documentation to reflect AAM accreditation standards. Time frame: FY07-FY08 Lead: CHPSO
b) Develop a comprehensive integrated and automated collections records system. Time frame: FY10 Lead: CHPSO
c) Establish effective physical control over all collections: launch inventory process. Time frame: FY09 Lead: CHPSO
d) Establish effective physical space for the collections. Time frame: FY07-FY11 Lead: Facilities
e) Make the online collections catalog more complete, accurate and easy to search. Time frame: FY10 Lead: CHPSO
f) Create a plan for cataloging and processing backlog. Time frame: FY10 Lead: CHPSO
g) Develop institution-wide approach to caring for our archives, library and museum collections. Time frame: FY10 Lead: CHPSO
h) Develop institution-wide approach to preserving our historic structures, museums and landscapes. Time frame: FY11 Lead: Facilities
ribbons from the OHS collection
Political ribbons from the OHS collection
a) Develop a partnership with OPLIN, OGT, OhioLINK, OAHSM and others to create a portal that provides access to the evidence of the past. see 1.b. and 16.a., Time frame: FY10 Lead: CHPSO
and execute a strategy to preserve and provide access to the evidence of
(Foster skills in historical inquiry, analysis, critical thinking and information literacy to explore ideas, respect the diversity of human experience and make informed judgments about issues that affect our lives)
a) Develop and implement an overall strategy for reaching key educational target markets that includes leveraging partnerships such as ODE, Board of Regents and local organizations. Time frame: FY09 Lead: CHPSO
(1) K-5 Lead: Museums
(2) 6-12 Lead: Museums
(3) College & University level: future public historians Lead: CHPSO
(4) Teachers Lead: CHPSO
b) Improve upon the quality of education outreach programs: History to Go van, case histories, History Day, TAH grant programs, congressional academy. Time frame: FY08 Lead: CHPSO
c) Improve upon the quality of current location-based education programs by incorporating such skills as critical thinking, respect for diversity and historical inquiry. Time frame: FY10 Lead: Museums
d) Strengthen web and other media delivery of content for an education audience via Ohio History Central. see 2.a. and 16.a., Time frame: FY09 Lead: Museums
(Bring people and communities together to engage in meaningful activities and constructive dialogue that use our shared past in ways that build citizenship, foster stronger communities and reflect the values of our democracy)
a) Revise existing meeting formats (i.e. Building Connections, OAHSM regional meetings, virtual experiences) in order to encourage people to engage in meaningful historical dialog that can help build stronger communities. Time frame: FY11 Lead: CHPSO
b) Develop citizenship-building experiences- both physical and virtual- throughout the state in which participants explore current issues and their roots in the past in order to make informed decisions about the future. Time frame: FY11 Lead: Museums
a) Research past and present cultural groups in the state and develop plans to reflect this cultural diversity in OHS programs and services. Time frame: FY10 Lead: Museums
b) Develop partnerships- both current and new- with organizations, groups and individuals in order to leverage our ability to connect people with the state’s full cultural diversity. Time frame: FY11 Lead: Museums
a) Partner with history-related organizations to develop/identify strategic goals for strengthening the field of history. Time frame: FY10 Lead: CHPSO
(1) Lead development of a statewide Historic Preservation Plan. Timeframe: FY09 Lead:CHPSO
enjoying an archaeology program
Children enjoying an archaeology program
c) Pursue expanded funding for local historical organizations through a statewide tax “check-off” program. Time frame: FY09 Lead: Administration
(Strengthen communities through the use of historic cultural resources to create economic development opportunities)
successful models of investments in, funding for, and structures for heritage
tourism from other states that could be used to encourage greater investment in
b) Build stronger partnerships at the state and local levels to develop and promote heritage development and experience-based tourism. Time frame: FY09 Lead: Administration
(1) Participate in the Ancient Ohio Heritage Trail effort. Timeframe: FY08-09 Lead: Administration / Museums
a) Develop a strategy to ensure that preservation principles and concepts are included in plans for future growth and current economic revitalization efforts. Time frame: FY11 Lead: CHPSO
b) Develop an effective statewide low-interest loan and technical support program for rehabilitation of historic properties that complements existing loan programs. Time frame: FY11 Lead: CHPSO
c) Build stronger partnerships at the state and local levels to develop a historic preservation agenda that uses historic resources to develop competitive economic advantages for local communities. Time frame: FY08-FY09 Lead: CHPSO
(Build stronger relationships with stakeholders to ensure long-term financial sustainability)
a) Engage state and local legislative stakeholders, learning more about their goals and increasing public awareness of, and investment in, the Society's operations. Time frame: FY08 Lead: Administration
b) Finish the data gathering on the cost to fulfill state mandates at current and appropriate funding levels to establish a target budget and funding mix, and to inform next steps. Time frame: FY08 Lead: Finance and Administrative Services
c) Establish expectations and a business plan for our advancement program including corporate and foundation support, federal grants, annual and planned giving, and capital campaign. Time frame: FY08 Lead: Institutional Advancement
(1) Benchmark other organizations
(2) Assess comparative metrics
d) Establish expectations and a business plan for OHS membership, cultivating members who are highly satisfied with the services they are provided, active in their participation, and committed to supporting the Society. Time frame: FY08 Lead: Institutional Advancement
(1) Benchmark other organizations
(2) Assess comparative metrics
a) Create infrastructure for creating a strong network of advocates for history. Time frame: FY08 Lead: Administration
a) Develop and implement a detailed Society-wide strategic marketing plan. Time frame: FY10 Lead: Marketing and Business Development
(Develop partnerships and improve internal systems to ensure effectiveness in fulfilling our mission and deepening public value)
a) Strengthen financial reporting capabilities at OHS. Time frame: FY08 Lead: Finance and Administrative Services
b) Improve safety culture to protect staff, customers and resources; and to reduce lost time, repairs, and insurance costs. Time frame: FY08 Lead: Facilities
c) Improve efficiency and effectiveness of operations. Time frame: FY08 Lead: All divisions
Development of the Ohio Historical Society’s Strategic Plan for 2008-11 (Plan) commenced in June 2005 as a team-based effort to update the organization’s previous plan, Vision 2000.
Vision 2000 was crafted and led by a Strategic Planning Committee made up of members of the Ohio Historical Society and Ohio Historical Foundation Boards. The process began in early 1998 and ran through mid-year 2000. Board and staff members worked with a consultant to construct a functional mission statement and identify values and priorities. Staff teams were assigned to benchmark and make recommendations around five key areas: Education, Archives and Collections, Historic Site Operations, Marketing and Development, and Organizational Values and Culture. These team reports led to the final recommendations in the Vision 2000 document.
In June 2005, The Planning & Assessment Committee (originally known as the Results Evaluation Committee), initiated a revision of Vision 2000. The Committee recognized that some revisions were needed in this plan, but given the relatively recent nature of the benchmarking and review that supported the Vision 2000 document, committee members also felt that a plan update should be undertaken without launching a complete planning process. To accomplish this work, Board and Management Team members adapted the principles described in Vision 2000 to serve as a foundation for the Plan. Input from staff, members, and other constituents influenced new directions and priorities. The planning process is described below.
After the Board of Trustees charged OHS senior management with developing the update to Vision 2000, the Management Team convened several times between fall 2005 and 2006 to accomplish this task, reviewing progress and gaining input from trustees at regular intervals. This work progressed in several phases and was organized by a small planning team.
Phase I: Gathering
Information and Input and Confirming Core Ideologies centered around
soliciting the views of those most invested in the Society. Staff and member surveys took place in August
2005. Survey questions focused around
organizational purpose, key audiences, strengths and weaknesses, and future
direction. Senior staff also revisited
recommendations contained in a March 2002 report and May 2004 implementation
plan related to the work of a legislative committee, The House Select Committee to Study the Effectiveness of Ohio’s
Historical Partners and Programs, to ensure that the Society’s direction
was consistent with advice received from public officials. Much staff discussion
related to strategic planning followed throughout fall and winter 2005. In October, the planning team convened small
group staff workshops on the
Phase II: Analysis
and Development aimed to make sense of the input and to craft the
intiatives that would guide the organization of the Plan. Senior managers
reviewed the Phase I surveys in November 2005, and the following month, they
conducted planning sessions to refine descriptions of OHS’
Two major sources influenced senior staff’s thinking on the drafting of organizational strategic initiatives. First, Mark Moore’s work on “the public value scorecard” was of critical value in orienting organizational thinking around three calculations that should be made in advance of committing to strategic direction. The basic idea behind the public value strategy can be captured “the strategic triangle,” which is illustrated and described below.
§ Authorizing Environment - The second point of the triangle focuses attention on upstream customers, also sometimes described as third-party payers. These are often donors or governments and are always organizations or individuals who support the achievement of the organization’s mission. A nonprofit cannot simply assume that if it produces something of public value that either financial support or legitimacy will be forthcoming. It must earn its standing not just in the community of consumers, but also in the community of donors and governmental entities that are pursuing various public purposes.
§ Operational Capacity - The third point of the triangle focuses attention on the question of whether an enterprise has the ability to achieve its goals. This part of the triangle extends beyond organizational capacity because nonprofit organizations are trying to achieve large social outcomes and often need other entities in their industry to act as partners, collaborators, or co-producers of the desired results.
Based on this thinking, OHS senior staff developed five mission-based strategic initiatives in addition to two initiatives focused on promoting progress in the other two sections of the strategic triangle: authorizing environment and operational capacity. For fiscal year 2008, the latter two sections of the triangle were called out into separate initiatives to kick-start our efforts. For the ensuing years, the Society will craft its goals and objectives around the mission-based initiatives and promote progress in building stakeholder relationships and partnering with other entities to enhance operational effectiveness within that work.
A second key influencer in crafting the OHS mission-based
strategic initiatives came from national initiatives announced by the Institute
for Museum and Library Services in 2006: 1.
Enhancing Learning in Families and Communities; 2. Sustaining Cultural
Heritage; 3. Building 21st Century Skills; and 4. Creating Civic
Engagement. These initiatives seemed
ideally matched to OHS’ organizational strategic direction. Therefore, staff adapted these categories to
statewide priorities for
Phase III: Operationalizing the Plan kicked off in late 2006 with the development of objectives to achieve the goals. These were proposed by each division, refined by the small planning team, and then ratified by the full management team. The objectives were then prioritized across two biennia, FY 08 through FY 11. This was a difficult task, as most staff felt the need to accomplish everything within the first fiscal year. Balancing staff and stakeholder goals with organizational capabilities will be an ongoing challenge during the life of the 2008-11 plan. Part of that balance is achieved through designating certain objectives as “high priority,” meaning that those objectives will have the highest level of focus and organizational coordination to ensure completion.
Progress on the Plan is being tracked through three main functions: an individual performance review process, regular planning meetings, and a set of metrics on organizational performance.
In order to begin aligning organizational strategic goals with workload, the Human Resources department introduced a new tool for staff members: The Performance Evaluation and Goal Alignment (PEGA) tool. This tool, illustrated at left, was launched in December 2006 and was designed to maximize the human resources talent available within the Society while aligning individual goals and performance to strategic direction. There are three major sections to the PEGA tool: 1) identification of strengths and opportunities in an individual’s abilities against critical institutional competencies, 2) assessment of an individual’s performance against established goals and objectives of the prior review period, and 3) creation and approval of individual goals and objectives for the upcoming review cycle. This tool fosters regular employee and supervisor discussion around the work of achieving the Plan; it ensures that the plan has a real impact on daily operations.
Another means of operationalizing the strategic plan and
ensuring that it has regular impact on the work of the institution, was the
development at the start of fiscal year 2008 of an institutional Planning Calendar, which includes
semi-annual planning meetings attended by department and division
managers. The planning calendar marks
the timetable for planning and budget sessions, coordinates the linkage between
trustee planning and organizational goal-setting, and ties to major State of
Planning meetings are held during January and late summer each year. The summer session is designed for 1) reporting on and analyzing progress made during the previous fiscal year and 2) looking ahead to discuss societal trends and stakeholder needs impacting future work of the organization. These discussions form the basis of staff reports to the Board of Trustees in fall and winter and of key objectives for the following fiscal year. Once reviewed and established by the Board, staff then use this guidance to develop detailed workplans. These workplans are proposed by departments and are then reviewed and discussed by staff peers at the second planning workshop in January. The approved workplans then influence the development of operating budgets.
A final aspect of operationalizing the strategic plan relates to the establishment of metrics for tracking organizational progress. This work happens at multiple levels throughout the organization. First, the PEGA process carries the plan to the individual. Each staff workplan is developed with “SMART” objectives (specific, measurable, achievable, realistic, and timebound) that are reviewed regularly throughout the year. In addition, workplans that are tied to the strategic plan are assigned to a specific OHS program or department, which has responsibility to coordinate work across the institution. This program also develops workplans containing SMART objectives that are reviewed and discussed in the planning meetings. Progress reports on the approved workplans are reported on quarterly to the office of the Chief Operating Officer. This also creates a structured opportunity for staff to renegotiate deadlines based on unforeseen circumstances or opportunities that arise. The COO’s office creates a dashboard illustrating the metrics that is disseminated to staff and trustees as part of ongoing communication about plan progress.
The Ohio Historical Society is committed to fulfilling our mission in a manner that creates the most value from our resources. One of the important ways that the organization ensures that we are succeeding is through the selection and analysis of key measurements. While the Society has traditionally measured effectiveness at the individual program level, we are shifting to assess our progress toward goals that are applicable across the organization and across division and department boundaries. This more broad way of measuring ensures that we choosing measures that help the organization and our stakeholders track the value OHS provides.
Less is more. The best measures tell a clear story about the progress of an initiative with the simplest process for collecting the data. Too many measures will overload staff resources and may result in focusing on areas that are not key to our success. Furthermore, overly complicated measures may not be informative enough to repay the organization for the effort required to report them. Thus, the number and complication of metrics will be limited as the Society strives to measure success on the Plan.
Use care in selection. In addition avoiding overly complicated measures, OHS also strives to avoid choosing measures that falsely assume causal relationships or that generate unintended consequences/behaviors. The Society generally seeks outcome-focused rather than output-focused measures. For instance, we can simply count the number of people participating in an activity, but a better measure of the success of that activity would be to measure the percentage of participants who agree with the statement that their involvement has helped them become more connected to history. Outcome measures tend to require more staff time than output measures; therefore, they should be carefully selected and used judiciously.
Allow for changing and updating. As the organization works through the strategic plan, it is important to learn from our mistakes and leverage our successes. Measures can help to determine where we have made progress and to provide an early warning system if an undertaking is not creating the intended result. In addition, we will be periodically examining and evolving metrics standards and best practices to provide the most useful management tools for the entire organization.
The Society is utilizing a number of assessment approaches to quantitative and qualitative measurement and to providing managers with tools for planning.
Two sets of planning meetings each year aid OHS managers in prioritizing objectives for implementation, assessing the resources required to implement those priorities, and allocating resources most efficiently to that end. Team leaders craft work plans that identify where human and capital resources are needed to complete action steps and that set out deadlines and milestones. These meetings also include a review of the dashboard indicators from previous years (see last bullet, below).
Evaluation and Goal Alignment (PEGA) process was designed to align
individual goals and performance with the current goals of the Society,
allowing the Society to fulfill its mission. The process also has a component
to identify employees’ developmental opportunities for improved performance,
professional growth, and career development.
The PEGA process provides a framework for determining core competencies
and behaviors for employees, evaluating prior year performance, and aligning
future individual goals with the Society’s
The Society’s visitor experience assessment program utilizes full-time staff and interns to determine how visitors judge their perceptions of their interactions with exhibits and programs. These assessments have provided baselines and helped OHS to determine whether the organization is advancing toward its goals for visitor satisfaction.
The OHS Dashboard is a quarterly tool with a twofold purpose. First, the dashboard is a high-level graphic representation of how well the organization is progressing toward its goals and priorities; this is accomplished through indicators tied directly to fiscal year objectives and the intended results of those objectives. Second, the dashboard allows for quick evaluation of general organizational health over time, evidenced by reporting on the following:
§ Annual Fund
§ Project Donations
§ Net Income
Sections of the Ohio Revised Code specify the following public functions to be performed by the Ohio Historical Society:
(1) Operating a system of state memorials (historic sites and museums); (Ohio Revised Code 149.30)
(2) Protecting, or restoring structures, earthworks, and monuments; (Ohio Revised Code 149.30)
(3) Serving as the state archives; (Ohio Revised Code 149.30 and 149.31 - 149.43)
(4) Administering a state historical museum, to be the headquarters of the society and its principal museum and library; (Ohio Revised Code 149.30)
(5) Establishing a marking system to identify historic and archaeological sites; (Ohio Revised Code 149.30)
(6) Publishing books, pamphlets, periodicals, and other publications about history, archaeology, and natural science and supplying one copy of each regular periodical issue to all public libraries; (Ohio Revised Code 149.30)
(7) Engaging in research in history, archaeology, and natural science and providing historical information upon request to all state agencies; (Ohio Revised Code 149.30)
(8) Collecting, preserving, and making available by all appropriate means and under approved safeguards manuscript, print, or near-print library collections and all historical objects, specimens, and artifacts; (Ohio Revised Code 149.30)
(9) Encouraging and promoting the organization and development of county and local historical societies; (Ohio Revised Code 149.30)
(11) Providing advisory and technical assistance to local societies for the preservation and restoration of historic and archaeological sites; (Ohio Revised Code 149.30)
(12) Devising uniform criteria for the designation of historic and archaeological sites; (Ohio Revised Code 149.30)
(13) Taking inventory and maintaining an active registry of significant designated and undesignated state and local archaeological sites; (Ohio Revised Code 149.30)
(14) Contracting with the owners or persons having an interest in designated historic or archaeological sites or property adjacent or contiguous to those sites, to restore or preserve the historical or archaeological significance or educational value of designated historic or archaeological sites; (Ohio Revised Code 149.30)
(15) Maintaining a state registry of archaeological landmarks of significance; (Ohio Revised Code 149.51)
(16) Preserving archaeological and historic sites through survey and salvage work relating to public improvements on state lands in cooperation with state agencies and political subdivisions; (Ohio Revised Code 149.53)
a program to locate, identify, and evaluate abandoned historical property and
other resources in
(18) Preserving significant archaeological sites by accepting articles of dedication that establish preserves; (Ohio Revised Code 149.52)
(19) Constructing a monument honoring Governor James A. Rhodes; (Ohio Revised Code 149.30)
(20) Commissioning a portrait of each departing governor, which shall be displayed in the capitol building; (Ohio Revised Code 149.30)
Planning and developing a center at the capitol building for the purpose of educating visitors about the
(22) Submitting an annual report of its activities, programs, and operations to the governor within two months after the close of each fiscal year of the state; (Ohio Revised Code 149.30)
(23) Establish an Ohio Historic Site Preservation Advisory Board to assist the Society in site preservation and encourage designation of suitable sites on the National Register; (Ohio Revised Code 149.301)
(24) Establish and operate the National Museum of Afro-American History and Culture in Wilberforce and create Planning Council to advise the Society in the performance of its duties at this site; (Ohio Revised Code 149.302 and 149.303)
(25) Maintain inventory of historic homesteads consisting of properties in the possession of a family for one hundred years or more; (Ohio Revised Code 149.304)
the African-American Hall of Fame at the
and promote the celebration of “
(28) Facilitate and review state historic rehabilitation tax credit projects. (Sub. House Bill 149, signed into law on Jan. 2, 2007)
Additionally, the Ohio Revised Code specifies that the Ohio Historical Society be represented on several state boards and commissions, including the Capitol Square Review & Advisory Board, the Governor’s Residence Advisory Commission, the African-American Hall of Fame, and the Muskingham River Advisory Council.
 The “Public Value Scorecard,” A rejoinder and an Alternative to “Strategic Performance Measurement and Management in Non-Profit Organizations” by Robert Kaplan. Mark Moore, March 2002.