Cherokee Nation is included as an example of a by fbq18059

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									February 2010

Dear Colleagues:

Enclosed please find sample narratives, summary budget forms, and schedules of completion from
four successful 2009 Native American/Native Hawaiian Museum Services (NANH) grant
applications. This packet contains sample narratives of applications that address the program’s
three major application categories: Programming, Professional Development, and Enhancement of
Museum Services. Each sample application was selected to illustrate a specific aspect of a good
application in any category, as described below:

Programming
Cherokee Nation is included as an example of a proposal that clearly ties the project to the
Heritage Center’s strategic mission. The proposal shows a true sense of commitment to incorporate
the Cherokee language into the interpretation of their Village site.

Professional Development
Pechanga Band of Luiseno Mission Indians of the Pechanga Reservation is included as an
example of a project designed to provide professional museum internships for tribal members. The
project builds on an already successful program, and serves as a good example of how a cultural
center functions as a community educational resource.

Enhancement of Museum Services
Koniag, Inc. is an example of a very clearly written narrative, including well-defined project
objectives. Detailed goals and objectives, clearly defined action steps, and a thorough schedule of
completion contribute to the application’s clarity.

Saginaw Chippewa Indian Tribe of Michigan is included as an example of a project addressing
the results of a Conservation Assessment Program (CAP) report to develop a comprehensive
disaster and emergency preparedness plan. The application illustrates how critical needs will be
addressed in order to ensure the future security of their collections.

I hope these sample narratives will be useful to you as models for structuring a proposal that helps
strengthen your museum services. Please contact either me at (202) 653-4634 or
snarva@imls.gov, or Reagan Moore at (202) 653-4637 or rmoore@imls.gov, if you have any
questions. We will be happy to assist you and discuss any questions you have as you develop a
proposal. Applications for NANH are available from the Grants.gov website (www.grants.gov).
We look forward to receiving your application.

Sincerely,



Sandra M. Narva
Senior Program Officer
Narrative:”In Our Own Words”                                                    Submitted by: Cherokee Nation


                                                Statement of Need
The Cherokee Community
The community served by this project is first and foremost the Cherokee people whose population is most
concentrated within a one hundred mile radius of the Cherokee Heritage Center. Throughout recorded history
the Cherokees have faced significant threats to their survival as a people. Despite adversity they have survived
and even prospered. Today, with over 280,000 citizens, the Cherokee Nation (CN) represents the second largest
Indian tribe in the United States. Although citizens of the Cherokee Nation can be found throughout the U.S.
their population is most dense within their fourteen-county jurisdictional area in Northeastern Oklahoma. Over
84,000 Cherokee citizens live within this 9,000 square mile area. There are over one hundred distinct Cherokee
communities within this jurisdictional boundary. In addition to the citizens of the Cherokee Nation, the 8,000
members of the United Keetoowah Band of Cherokee Indians are also clustered in this area.
Unfortunately, many defining elements of traditional Cherokee culture are becoming less evident as mainstream
European-American lifeways continue to envelop tribal peoples. Among the Cherokees, even the most visible
aspect of their ancient culture – the language – is rapidly disappearing as children fail to learn the first language
of their parents and grandparents. Today, less than four percent of the large Cherokee population continues to
fluently speak their native tongue. A large majority of these speakers are beyond child-bearing age and the
natural progression of the language from generation to generation is in imminent peril. The Cherokee Nation
has launched several initiatives to reverse this trend including immersion programs for young children, adult
education classes, employee incentives, and the creation of a “speakers bureau”. The key to the success of these
programs and new initiatives remains in the hands of those “speakers” to whom Cherokee is a first language and
the creation of mechanisms by which they are enabled to pass their knowledge to other Cherokees.
The Status of the Cherokee Heritage Center
The Cherokee Heritage Center (CHC) is the primary interpretive institution for the Cherokee Nation. It is
governed by the Cherokee National Historical Society which is a 501 c (3) organization founded in 1963. Its
mission is “to preserve, promote, and teach Cherokee history and culture”. Today the CHC includes the
Cherokee National Museum, the Cherokee National Archives, a reconstructed Historic Cherokee village, a
reconstructed Indian Territory period town, and the Cherokee Family Research Center. The CHC hosts public
programs, special events, and art and historical exhibitions. Last year, the CHC served c. 38,000 people from all
fifty states and seventy-two countries through regular admission, events, and off-site services. Since 2005, the
CHC and the Cherokee Nation have worked under a Memorandum of Agreement (MOA) by which the
Cherokee Nation provides $1.2 million dollars in in-kind resources including key personnel. This support comes
from the CN General Fund and does not include federal dollars. The MOA has created greater financial stability
for the museum.
Improvement of Museum Services
Since first opening in 1967, the Historic Cherokee Village has remained the most popular component of the
Cherokee Heritage Center. Forty years ago, the Village was filled with Cherokee speakers. In recent years it has
become very difficult to find speakers within an age bracket that is looking for seasonal work. Conversely, the
generational decline in the number of fluent speakers has magnified the immediacy of the need to utilize the
language in cultural settings. The addition of Cherokee Language Specialists to the village staff will not only
ensure that there are traditional, native speaking artisans and guides available for specialized tours during peek
visitation times but will also lay groundwork for continued and expanded incorporation of language components
within regular activities.
Impact on the Community from Improved Museum Services
There will be several impacts on the local community from the addition of language components to Village
programming. The visitor’s educational experiences at the CHC will be significantly enhanced adding to the
quality of life for local residents and the allure for travelers to visit and support the local economy. Secondly,
the addition of two jobs employing local community members will add increased income to individual families
within the local economy and thereby contribute to strengthening the community as a whole. Most

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Narrative:”In Our Own Words”                                                  Submitted by: Cherokee Nation


significantly, the critical need to work to maintain Cherokee language and culture will be addressed. In a 1999
survey, administered through Northeastern State University, the number one item of concern among the 1472
families surveyed was “holding on to [their] culture.” The results affirm that cultural preservation and
transmission of cultural knowledge is a strongly perceived need among Cherokee citizenry. Language remains
as the most evident manifestation of continuing Cherokee culture.

                                                Project Design
Project Goals and Objectives
“In our Own Words”: Living History in the Cherokee Language has been designed to incorporate the Cherokee
language into the on-going living history programming in the CHC’s Historic Village. Ultimately, this project
will serve as another important step in the preservation of the Cherokee language and culture. It encompasses
six concrete and measurable objectives.
       An enhanced and unique visitor experience that raises awareness of the richness of the Cherokee
       language and the importance of preserving it will be created.
       Cherokee Speakers will be able to relate historical events, describe historical activities, and verbalize
       historical concepts in the Cherokee language.
       Cherokee speakers will feel valued and engaged in the interpretation of their culture. They will
       demonstrate this stronger relationship through increased participation in cultural programming and
       volunteer service.
       Non-speakers will know key Cherokee words that relate to Cherokee cultural and historic activities.
       Permanent interpretive staff will be trained to continue the “Introductory Language Tour” and to
       continue to supplement regular tours with Cherokee language.
       An interpretive script and glossary of terms in the Cherokee language will be created for reference and
       use in future programming laying groundwork for hiring Cherokee speakers to implement the program
       beyond the lifespan of the grant period.
Action Steps
This language project will be carried out in three phases: Planning and Translation, Implementation, and
Evaluation. In the first phase (October 2009 to March 2010) a Language Consultant will be hired with IMLS
funds to translate and adapt the existing Historic Village script into the Cherokee language to serve as a
guideline for two daily Cherokee language tours. The consultant will also work with staff to write curriculum,
and develop evaluative tools. As the Cherokee script is developed, he will be expected to meet with
elders/speakers to get their perspectives on historic Cherokee culture and to identify significant concepts and
values best expressed in the Cherokee language. The consultant will also develop a glossary of Cherokee words
and phrases that relate to significant aspects of the Village experience.
The implementation phase will center on two distinct language tours offered daily in the Historic Village during
the peak season (April 2010 to September 2010). Over the past forty years, the CHC has offered Living History
tours featuring guides and demonstrators in period dress demonstrating traditional Cherokee activities during
the warmer months. The village contains reconstructed Cherokee wattle-and-daub structures. Tours lasting
approximately one hour are offered each hour.
“In Our Own Words” will offer two very special tours at specified times (and by appointment) each day. The
Advanced Cherokee Language Tour will be a complete immersion experience in which only the Cherokee
language will be spoken once the village is entered. The guide will describe the activities and culture of the
early 1700’s in the language that would have been heard in the original setting. Although it is expected that
curious non-speakers will be interested in this tour as a unique cultural experience, it is designed to engage
Cherokee speakers. These speakers will be allowed to take the tour at no charge by appointment or reference.
CHC tour staff will work closely with Cherokee Nation language groups such as participants and graduates of
CN language classes, Immersion program children, and the Speaker’s Bureau. Following the advanced tour the
guide will facilitate and encourage the speakers to participate in a discussion group to gage reactions and to

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Narrative:”In Our Own Words”                                                   Submitted by: Cherokee Nation


stimulate discussion of Cherokee History and Culture. This meeting will be entirely in the Cherokee language.
The second language tour will be the Introductory Cherokee Language Tour. This tour will be designed to
expose non-speakers to key Cherokee words, phrases, and concepts as they learn about Cherokee life in the first
decade of the Eighteenth Century. Additional Advanced and Introductory language tours may be scheduled by
appointment
In the Implementation phase, IMLS funding for this project will cover the expense of hiring two language
specialists to guide the language tours, facilitate discussion groups, operate a language station during regular
tours, and teach components of the language to permanent staff to enable them to continue the Introductory
Cherokee Language Tour and use of the language station beyond the grant period.
In the Evaluation Phase (September 2010) data compiled throughout the project will be synthesized and
analyzed. This data will include before and after surveys from scheduled groups, speaker and non-speaker
questionnaires, pertinent notes from speaker discussion groups, and numerical information regarding the level
of involvement in cultural programming and volunteer service among speakers before and after the program.

                                 Project Resources: Time, Personnel, Budget
Phase I of “In our Own Words” will begin October 1, 2009 with preparation of a Letter of Agreement with the
language consultant. At that time we will enter into an agreement with Charles Foster to translate and adapt the
Historic Village script into the Cherokee Language. He will also write project curriculum and develop
evaluative tools. In return he will be paid a sum of         provided through the IMLS funding. Mr. Foster
speaks Cherokee as a first language and has worked as a Native Language Instructor at the University of
Oklahoma since 2003. He has spent the past six summers working with programming at the CHC including
serving as Historic Village interpretive staff. Mr. Foster also served as the Adult Education Manager / teacher in
the Cherokee Nation Education Department for ten years. Six months have been allocated for this planning and
translation phase. We estimate that Mr. Foster will devote approximately two hundred hours to this project
during this time period.
Mr. Foster will be supported in his efforts by CHC and CN staff. Tanya Johnson will directly oversee the
accounting activities related to the project as part of her regular duties. Mrs. Johnson holds a Masters Degree
from NSU. She has been employed in financial duties at the CN for three years
Tommy Wildcat is the Historic Village Supervisor at the CHC, and will serve as the Project Director, and
provide project coordination (40 hours). Mr. Wildcat is a fluent Cherokee speaker and has been a cultural
promoter, musician, and teacher of the Cherokee culture throughout North America for the last 13 years. During
the Planning & Translation Phase he will be responsible for providing script content and discussing visitor
expectations (40 hours).
Carey Tilley is the Executive Director of the CHC. He has an MA in History from West Georgia University and
specializes in the study of Southeastern Indians. He has ten years experience in the field of Archaeology and has
served as a Museum Director for the last eight. He has been at the CHC since July of 2006. During Phase I, he
will be responsible for setting strategic goals and assessing historical accuracy (30 hours).
Dr. Gloria Sly holds a Ph. D. in Administration Curriculum. She has worked in Education at the CN for more
than 25 years and currently serves as the Interim Director of the CN Cultural Resource Center. She will review
and advise on project curriculum (10 hours).
Barbara Girty, CHC Administrative Assistant, will assist in the development of evaluative tools (10 hours). She
has worked with the CHC for fifteen years and has significant contact with Cherokee communities.
In addition to the duties discussed above, Mr. Wildcat (20 hours) will be responsible for working with Ms.
Johnson to identify and recruit qualified candidates to serve as the Cherokee Language Specialists. Mr. Foster
will assist in the identification and selection process as part of his contract. Both Language Specialists must be
fluent in the Cherokee Language and have demonstrated experience in public speaking.

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Narrative:”In Our Own Words”                                                 Submitted by: Cherokee Nation


During the final component of Phase I, Mr. Wildcat will train the Cherokee Language Specialist to conduct
regular Historic Village tours (25 hours). During this time, they will be supplied with custom-fitted period
clothing made of deerskins and wool with appropriate ornamentation. It will be the Language Specialists
responsibility to learn the Cherokee Language script and to learn to apply the language to their tours during the
two-week training period. Mr. Foster will assess their performance and make recommendations as the final duty
of his contract.
During Phase II, Implementation, the Cherokee Language Specialists will be the public face of this project.
Beginning April 1st, 2010 they will work forty hours per week at a rate of fifteen dollars per hour. Until April
15th they will be undergoing extensive training which will include time with other interpretive staff as well as
time to work privately and with each other in learning their scripts and developing their tours. Beginning April
15th, their typical daily duties will include a morning language and training session with CHC staff, one
Introductory Tour, one Advanced Tour, one extended group discussion session, and operation of a language
station during regular tours. Their schedules will be staggered so that at least one is on site every day of the
week. The Cherokee Language Specialists will be hired to work a total of 1040 hours each. The combined costs
of these two positions totaling            would be funded through the IMLS NANH grant.
During Phase II CHC and CN staff will continue to support the Language Tours. Tommy Wildcat will provide
Project Direction, supervision and advice (100 hours). Tanya Johnson will continue to coordinate resources and
provide financial oversight (40 hours). Carey Tilley will represent CHC strategic and interpretive goals for the
project (20 hours). Barbara Girty will schedule tours (20 hours). Phase II will end on September 15th, 2010.
Phase III, Evaluation, will run concurrently with Phase II throughout most of the project with dissemination of
evaluation materials and the collection and organization of data. Distribution of surveys to groups will be the
responsibility of Barbara Girty (10 hours). The Language Specialists will be responsible for recording and
organizing significant and recurring issues from the Speaker’s discussion groups. On September 1st, Joy
Washington, CHC Development Associate will begin coordinating the synthesis of data (20 hours). She will be
assisted by Lucy Robbins, CHC Secretary. Tommy Wildcat (10 hours) with assistance from Carey Tilley (5
hours) and Tanya Johnson (5 hours) will complete the final evaluation of the project including analysis and
conclusions prior to September 30th, 2010. All involved staff will provide input. Joy Washington will organize
materials to be submitted and ensure partner compliance on the part of the CHC as part of her regular duties.
Mr. Wildcat (16 hrs) and Mr. Tilley (16 hrs) will travel to the IMLS-designated meeting to report on the project.
Ultimately the CN will monitor grants compliance for the project and appropriate use of funds through their
accounting and grant management offices. With seventy percent of the current CN operational budget coming
from federal sources, the Cherokee Nation has proven experience in successfully managing federal grants. The
total cost of the “In Our Own Words” project will be approximately $61,941. Applicant contribution will
provide $13,298 of this total through staff time, fringe, and Indirect Costs (IDC). Funding for this applicant
contribution will be provided through the CN as part of the Memorandum of Agreement with the CHC. The
balance of $48,643 would be funded through the IMLS NANH grant. These funds would cover the lump sum
cost of the Language Consultant (         ), the combined wages of the two Cherokee Language Specialists
($          fringe (9.1%) for the two Language Specialists           ), two sets of Period clothing for each
Language Specialist at $250 each ($1,000), the IMLS mandated travel expense ($2,000), and the Indirect Costs
(15.7%) of all IMLS funded expenses ($6,604).


                                                    Impact
“In Our Own Words” has the potential to create a significant and lasting impact on the preservation and
teaching of Cherokee History and Culture. Anticipated outcomes, previously discussed in Section Two, are
reiterated below along with the methods of evaluating their success.
(1) A unique visitor experience combining Living History and Language is created and implemented.

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Narrative:”In Our Own Words”                                                  Submitted by: Cherokee Nation


This outcome will be realized when the Language Tours begin following the Planning and Translation phase.
The program will undergo self evaluation throughout the peak season. Attendance will be tracked to gage the
popularity of the program concept especially among Cherokee speakers. A comment book will be available
inside the museum and visitors will be encouraged to share their reactions to the tour. Evaluation materials sent
to groups as follow-up will include questions related to customer satisfaction and overall experience. Once
established through this pilot year, the program can continue as part of regular programming beyond the grant
period through funds currently allotted annually for seasonal employees.
(2) Cherokee speakers are better able to share their own history and culture in their own language.
This outcome will be best measured through the group discussion following the advanced tour. The guide will
record both negative and positive comments as well as gage the level of interest stimulated by the tour.
Participants in the discussion and groups that schedule an appointment will also be given a questionnaire to test
expanded knowledge of the subject matter.
(3) Cherokee speakers become more involved in cultural programming.
This outcome will be gauged through tracking speaker attendance/participation in cultural programming at the
CHC and the CN. Evaluative tools for those programs will ask if participants had taken the Language tour.
Also, volunteers are already tracked at the CHC and CN. Care will be taken to determine if the number of
speakers who volunteer at cultural activities and events increases.
(4) Non-speakers have enhanced appreciation of the Cherokee language and its connection to historic activities.
Evaluative tools sent to groups participating in the language tours will include simple tests of related knowledge
to be taken before and after the tour. This method of evaluation will be especially effective with school groups
taking the Introductory Tour. Surveys will be distributed to all groups. Other participants will be asked to fill
out simple surveys on randomly selected days throughout the season. Variables such as weather and personnel
available will be recorded.
(5) Staff becomes trained in utilizing the language in interpretive programming.
This outcome will be realized when members of the interpretive staff achieve language competency sufficient
for effective offering of the Introductory Tour and Language Stations as part of their regular operations
throughout the year and beyond the grant period.

(6) An interpretive script and glossary in the Cherokee Language is created for use in future programming
laying groundwork for hiring Cherokee speakers to implement the program beyond the lifespan of the grant
period.
This outcome will be realized upon completion of the Planning & Translation phase of the project. The quality
and potential effectiveness of the script will be measured through review by Cherokee Speakers in the education
field as well as lay speakers. Questions related to content will also be part of the circulated surveys.
It is anticipated that this project will serve as a pilot program that builds momentum and support for permanent
funding. IMLS support will allow key ingredients to be put into place for continuing and expanding the concept
of Cherokee Language Tours in 2010 and beyond. A script and glossary will be available to serve as a guide for
future endeavors while permanent staff will be trained for the Introductory Tours and Language Stations. Once
the program is established, funds currently allocated annually for seasonal positions can be applied to hiring
language specialists beyond the grant period. Bridges will have been established as Cherokee speakers are
treated as valuable resources for cultural programming. It is hoped that these bridges will translate into an
increased desire for speakers to be part of the interpretive team at the CHC and the CN either as volunteers or
paid staff. As momentum builds from the successful implementation of this program, not only can the concept
be applied in the Historic Village, it can also apply to Cherokee Language programming in the Indian Territory
town and even to the teaching of traditional arts classes in the language.


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budget form - page four


Section B: Summary Budget
                                               $ IMLS                           $ Cost Share                $ TOTAL COSTS
1. Salaries and Wages                          31,200.00                        8,268.14                     39,468.14


2. Fringe Benefits                             2,839.20                         3,224.57                     6,063.77


3. Consultant Fees                             5,000.00                                                      5,000.00


4. Travel                                      2,000.00                                                      2,000.00


5. Supplies and Materials                      1,000.00                                                      1,000.00


6. Services                                                                                                  0.00


7. Student Support                                                                                           0.00


8. Other Costs                                                                                               0.00


TOTAL DIRECT COSTS (1—8)                       42,039.20                        11,492.71                    53,531.91


9. Indirect Costs                              6,604.36                         1,805.50                     8,409.86


TOTAL COSTS (Direct and Indirect)              48,643.56                        13,298.21                    61,941.77


Project Funding for the Entire Grant Period

1. Grant Funds Requested from IMLS             48,643.56

2. Cost Sharing:

    a. Cash Contribution                       13,298.21

    b. In-Kind Contribution

    c. Other Federal Agencies*

    d. TOTAL COST SHARING                      13,298.21

3. TOTAL PROJECT FUNDING (1+2d)                61,941.77

% of Total Costs Requested from IMLS 0.00%

* If funding has been requested from another federal agency, indicate the agency’s name:




              OMB Number: 3137-0029, Expiration Date: 01/31/2007; OMB Number: 3137-0049, Expiration Date: 01/31/2007     55
                                                                           "In Our Own Words":
                                                                 Living History in the Cherokee Language




Schedule of Completion


           Plannning & Translation                 Oct.   Nov.   Dec.       Jan         Feb       March    April   May   June   July   Aug   Sept.

Hire Cherokee Language Consultant to
develope script, write curriculum, and develop
evaluation tools.

Consultant will interview elders/speakers
about Cherokee perspectives & identify
significant concepts/values best expressed in
the Cherokee language.

Consultant - translates & modifies script.
Creates a glossary of related Cherokee terms.

Consultant & Staff - develop language &
cultural education class curriculum.

Recruit and hire Cherokee Language
Specialists

Interpretive Staff trains Cherokee Language
Specialists for regular tours.

Cherokee Language Specialists study script
and prepare for language tours.
                 Implementation
Language Specialists will:
*Conduct one Cherokee Language Tour daily &
additional tours by appointment.
*Operate "Language Station" during regular
tours.
*Teach staff about language & train interpretive
staff to conduct Cherokee language tours with
with staff development sessions each moning
before opening..
*Facilitate discussion groups following each
advanced language tour.
                   Evaluation
Group Tours staff:
*Distributes surveys by mail or e-mail
addressing educational goals and overall
visitor experience.

*Provide materials to schedule groups before
and after tour that test their knowledge of the
Cherokee language, history, and culture.


Development Associate:
*Measure speaker participation in volunteer
activities & cultural programs at the beginning
and end of the project.

Language Specialists:
*Carefully record notes during discussion
groups following Language Tours.
*Discussion groups will be a gage of overall
reaction and recurring topics/themes.

Development Associate:
*Synthesize all data.

Project Director & Executive Director:
*Analyze information with staff input.
*Report conclusions that will be in final report
to IMLS as well as utilized internally to guide
future programing.
                                        Pechanga Cultural Center Museum Studies Internship Program


                                             NARRATIVE

   1. TRIBAL OVERVIEW AND STATEMENT OF NEED

    The Pechanga Band of Luiseño Indians (Pechanga Band) is a federally recognized tribe located in
the southwestern portion of Riverside County, California near the city of Temecula. Pechanga is one
of seven bands of Luiseño. The name “Luiseño” stems from the affiliation with the Mission San Luis
Rey de Francia. That mission, founded in 1798, established supporting ranchos in the Temecula
Valley. These ranchos encompassed dozens of native villages that became the forced labor of the
missions. Because these native villages were within the territory claimed for Mission San Luis Rey,
we were called the San Luiseños, which was later shortened to Luiseño.

    In 1875, our ancestors were evicted from the ancestral village of Temecula and forced to settle in
the nearby foothills. Our families were landless for seven years until the establishment of the
Pechanga Reservation on June 27, 1882. After several subsequent grants of land, the reservation today
stands at 6,724 acres. There are 1,400 enrolled tribal members and approximately 300 live on the
reservation. The Pechanga Band is the second largest employer in Riverside County and operates four
businesses and one tribal school. As a people of this ancestral land, we have always been responsible
to the social and economic relations that exist upon it today. The General Membership elects a Tribal
Chairman and a six-member Tribal Council. Several Subcommittees are also formed by General
Membership election.

    The Pechanga Cultural Committee was created by vote of the general membership on June 23,
1991. The Committee consists of seven elected Tribal members who oversee the operation of the
Cultural Center. It is the central mission of the Pechanga Cultural Committee and Center to engender
awareness and appreciation for the history and cultural traditions of our people, within the reservation
community and beyond. The Cultural Center acts as repository for the Band's cultural heritage through
the preservation of oral histories, archival materials and objects of cultural, historical and artistic
significance to the Pechanga people. Several times a month, Cultural Center staff participate in
community outreach and educational events.

    One of the first tasks the Cultural Committee implemented was an official Tribal archaeological
monitoring program. The Band sought greater involvement and oversight in the planning stages of
projects that impact our cultural resources. Throughout the 1990s, large-scale housing and commercial
developments adjacent to the reservation and in the greater Temecula Valley destroyed traditional
villages and sacred sites. In order to protect these areas and cultural items, Pechanga hired experts
from University of California, Riverside who worked along side Tribal scholars to educate Native
American monitors about archaeological practices and laws. Pechanga also became involved in the
planning stages of projects in order to educate lead agencies and developers about ancestral places and
cultural items. Pechanga Cultural staff and Tribal attorneys now negotiate with the landowners and
archaeologists for 1) potential avoidance of cultural areas and 2) if avoidance is not possible, the return
of unearthed cultural items to the Band after project completion. The repatriation of archaeological
collections from lead agencies, developers, professional firms, and private collections has resulted in
the return of over fifty collections, estimated to contain over one hundred thousand cultural items. The
Pechanga tribal repository houses these collections.



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                                        Pechanga Cultural Center Museum Studies Internship Program

    Opened in early 2008, the new Pechanga Cultural Center Facility (PCCF) consists of three
buildings totaling approximately 12,000 square feet, which includes a state-of-the-art curation building
equipped with compact storage, security systems, climate controlled storage room, and shelving for
rare books in the tribal library. Two additional buildings house the Native American Monitor program
and staff offices. The grounds surrounding the facility act as a living museum with several traditional
structures erected by Tribal students during the Summer Youth Program (see supplemental
documents). A native plant nursery supported by the Cultural Center supplies indigenous plants for
landscaping the reservation. The PCCF staff consists of a Director, Project Coordinator, Linguist,
Curator, Assistant Curator/Conservator, Lab Technician, Archivist, Monitor Supervisor, eight Native
American Monitors, a Cultural Analyst, Data Analyst, and two administrative assistants.

    In early 2009, the PCCF implemented an Academic Internship and Tribal Member Volunteer
Program. Our vision is to create educational opportunities for Tribal members and the greater
community, while increasing the involvement in and knowledge of the Pechanga Band’s cultural
history. Our immediate goal is to expose Pechanga Tribal members, specifically young adults, to
projects specifically related to their culture and encourage them to pursue higher education in a related
field. Ultimately, we hope they will return after matriculation and serve their Tribal community. The
PCCF also offers internship opportunities for non-tribal students attending local colleges, allowing
them to further their academic and professional skills while learning about a local Tribal community.
In exchange, the interns provide the much-needed assistance in processing the numerous
archaeological collections housed at the PCCF. The interns learn hands-on skills in the field of
museum curation, which includes artifact analysis, cataloging, photographing, as well as conservation.

    Most of the Pechanga Tribal government buildings contain exhibit space and installations are
changed bi-annually. One current exhibit, designed by a Tribal Member intern, contains baskets
originally collected in the early 1900s from weavers on the Pechanga Reservation, and recently
reacquired by the Band; another features cultural items made by Pechanga Youth during the Cultural
Immersion Summer Program, which includes pottery, photographs of plant gathering, flintknapping,
and traditional games. In 2005 and 2006, the Cultural Center participated in two separate installations
at the San Diego Airport and has permanent exhibit space at the Riverside County Planning
Department Offices. In honor of the 125th anniversary of the establishment of the Pechanga
Reservation, the Cultural Center created two travelling exhibits; one at the Capitol building in
Sacramento, California and the second in Washington, D.C. (see supplemental documents). This year,
the Cultural Center provided hands-on exhibits and displays at local community events sponsored by
historical associations in Temecula (see supplemental documents). All of the above-mentioned
exhibits were created in-house and installed by curation staff.

    The PCCF has an immediate need for interns and volunteers to assist with the curation of the
Pechanga Band’s collections. There are two particularly large collections in urgent need of curation;
one is from the "Old Temecula Village" site of our ancestor’s eviction in 1875. The other is a site
located just downstream of this location, and was most likely an extension of the "Temecula Village"
and is known as the "Temecula Creek" site. We believe these sites were one large village, with over
300 inhabitants at one time.

   The knowledge and enthusiasm of Tribal Member and local college interns has greatly assisted us
with the completion of several curation projects and exhibits. The Pechanga Cultural Center is


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                                         Pechanga Cultural Center Museum Studies Internship Program

requesting assistance for eight internship positions through the IMLS Native American/Native
Hawaiian Museum Services grant. The PCCF provides the opportunity for Tribal Member interns to
learn more about their culture and offers academic students the applied skills needed to further their
education in museum studies or related fields.

    A Tribal museum is part of the Pechanga Band’s five-year development plan. The ultimate goal of
this project is to train and educate several Tribal Members to fill the organizational and operational
positions for the museum. The internship positions will expose Tribal youth to museum service
activities and encourage them to seek higher education in this discipline or related field. The
internship positions will not only increase Tribal Member involvement in the PCCF, but also provide a
sense of ownership and pride in the Tribal collections. With the pursuit of higher education rapidly
declining among Pechanga Tribal Members, the participation of Tribal youth in the PCCF Internship
program would have a considerable impact on the community. It would bring great pride to the Tribal
elders to see the younger generations furthering their education and participating in an educational
program that also benefits the entire community. The Pechanga Cultural Center stands as a testament
to the Pechanga Band’s historical resiliency and unwavering dedication to honor our heritage.

2. PROJECT DESIGN

        The goal of the Academic Internship and Tribal Member Volunteer Program is to build the
participants’ museum service skills while providing needed support to PCCF staff in the areas of
curation and conservation. Under this project, the Temecula Village and Temecula Creek collections
will be processed. The focus of the internship program is to provide opportunities to Tribal members,
specifically, young adults and local college students to participate in the full procedure of curation,
from cleaning the artifacts to cataloging, researching, conservation, exhibit design and installation.
PCCF developed internship program guidelines based on Tribal needs and California State University,
San Bernardino (CSUSB) academic internship program standards (PCCF guidelines are included as a
supplemental document). Cultural Center Staff worked closely with Thomas Long, CSUSB Assistant
Professor in History and the CSUSB Internship Coordinator, to develop the program for PCCF.

        Currently, the PCCF has two academic interns working in collection conservation and exhibit
design. One intern is a tribal member and pursuing a MFA degree at California State University,
Fullerton. The second intern is working under a “California Partnerships” grant through California
State University, San Bernardino under the direction of Thomas Long. We wish to continue this
relationship with the University and invite additional students to participate, as well as interested non-
student Tribal members.

        Interns will work directly under the guidance and leadership of PCCF staff. Under this project
design, four internship positions per year will be available to Pechanga Tribal Members and students
from California State University, San Bernardino. The PCCF abides by the Tribal Government hiring
policy of “Pechanga Tribal preference,” however at least one position each grant year will be reserved
for non-tribal university students.


       The guidelines, objectives, and goals of the program are to:




                                                     3
                                        Pechanga Cultural Center Museum Studies Internship Program

       1) Recruit tribal members to participant in the Program through Tribal newsletters,
          announcements, and posts on the Band’s website. Advertise the positions in Anthropology,
          Native American Studies, or related fields at local universities, in particular the University
          of California, San Bernardino. Receive applications, select participants, conduct orientation
          and begin participation.
       2) Educate the interns in museum and curation techniques. Provide the opportunity for
          hands-on training in collection processing, conservation, and exhibit design.
       3) Provide guidance and evaluation. Teach, mentor and supervise participants. Evaluate
          participant performance based on pre-identified objective criteria, such as attendance,
          timeliness, and completion of assigned tasks. Ensure timesheets and weekly participation
          logs are completed. Academic Interns must complete an end-of-term assignment as part of
          their evaluation process.
       4) Review Program and determine future direction. At the end of each six-month session,
          participants will complete an evaluation of the Program’s strengths and weaknesses. Based
          on evaluations, the Cultural Center staff will identify needed improvements and
          opportunities for growth to determine the future direction of the Program.

        We have designed administrative forms, such as an application, weekly activity logs,
participant evaluation and program evaluation. As part of the participant evaluation process, we will
design an assignment at the end of each internship period, such as a report or presentation.

        The Pechanga Band has the organizational experience and capacity to manage the IMLS Native
American/Native Hawaiian Services grant. The Band has successfully managed many federal grants,
including grants provided by the Environmental Protection Agency and Federal Emergency
Management Agency. We have a financial services division with established policies and expert staff
to provide oversight.

3. PROJECT RESOURCES: Time, Personnel, Budget

        The Pechanga Cultural Center Internship Program is currently underway, however IMLS
assistance would allow the recruitment of an additional four internship positions per year to assist with
the processing of the two collections discussed above. Exhibits focusing on these collections will be
developed and installed by the interns at the Pechanga Tribal Government building. This project will
be implemented and completed over a two-year period with the program consisting of eight, six-month
positions. The first two positions would begin October 1, 2009 with a completion date of March 31,
2010 and the third and fourth positions would begin April 1, 2010 and end September 30, 2010. The
second year would follow the same six-month schedule as year one, which would begin with the fifth
and six interns on October 1, 2010 through March 31, 2011 and the seventh and eighth positions from
April 1, 2011 to September 30, 2011. Participants are expected to dedicate a full six-months of work
for each internship position. Interns can reapply for additional positions based upon previous
participation and the number and strength of other applicants.

         The Pechanga Cultural Center Archivist, Lisa Woodward, Ph.D. will assist with the collection
research and documentation, serve as the liaison between the grantor and the grantee, and ensure all
fiscal reports are completed. She has over seven years experience overseeing a grant administered to
U.C. Davis by the National Science Foundation. Curator Teresa Lorden, Ph.D. Candidate and Assistant



                                                    4
                                       Pechanga Cultural Center Museum Studies Internship Program

Curator, Myra Masiel-Zamora (Pechanga Tribal member currently pursuing a Masters degree) will
supervise participants in the curation process. Grant management and intern supervision will be
provided as an in-kind contribution from the Pechanga Band. The PCCF cost share includes staff time
and fringe benefits totaling over $90,000.

        California State University, San Bernardino, Museum Studies program has agreed to work in
conjunction with the PCCF Internship Program, under the direction of Professor Thomas Long. The
University offers museum studies coursework through the History department where students can
designate an emphasis in Public History. Accredited internships are offered and several students each
year are placed in positions at local libraries and museums. One intern from this program is currently
working with PCCF staff. The University has an excellent history of collaboration with Native
American Tribes and has a large Native American student population.

        The budget request for the Pechanga Cultural Center Internship Program is $48,828.16 over the
two-year granting period. The majority of the budget is to provide funding for (4) four Internship
positions per year. Additional budget items include fringe benefit costs and travel to one or more
IMLS sponsored events each grant year.

        The Pechanga Band has a well-developed management system implemented for financial
management and resource control. The Band has established Standard Operating Procedures that
control financial reporting, record keeping, internal controls, budgetary controls, allowable costs,
source documentation and financial management. The Tribal Council conducts a monthly financial
review of the Cultural Center Operations. In addition, the Band provides an annual independent audit
of all operations.

       4. PROJECT IMPACT AND EVALUATION

        The Program immediately benefits the PCCF by spreading awareness of Luiseño culture in the
larger community and provides needed support in the areas of curation, conservation, and exhibit
design. Tribal members will learn more about their history and culture and encouraged to pursue
higher education in Museum Studies, Anthropology, History, Native American Studies and related
fields. The ultimate impact will be the participation of Tribal members in an educational activity
directly related to their culture and community and provided the opportunity to become qualified
Tribal personnel to operate the PCCF and future museum.

        By focusing on the Temecula Village and Temecula Creek collections, Tribal and non-Tribal
participants are exposed to cultural items directly associated with the Pechanga community while
receiving hands-on training in the curation process. The study of these collections provides the
Pechanga community with a better insight to how their direct ancestors lived prior to the establishment
of the reservation.

        An evaluation and review of the Internship program will be conducted after each six-month
period. As the Project is assessed through intern feedback, evaluations and overall progress,
adjustments will be implemented in the following intern period. We will use this opportunity to
strengthen the Pechanga Cultural Center Internship Program and provide knowledge and information
to Tribal members and the larger population about the local village sites that now known as Temecula.



                                                   5
  Pechanga Cultural Center Museum Studies Internship Program Proposed Work Plan
                              Schedule of Completion


Time            Sept. 2009     Oct. 2009-          Apr. 2010-        Oct. 2010-          Apr.-2011-
Line                           Mar. 2010           Sept. 2010        Mar. 2011           Sept. 2011
             Internship        Internship          Internship        Internship
             recruitment for   recruitment for     recruitment for   recruitment for
             first six-month   following six-      following six-    following six-
             period            month period        month period      month period
Internship                     Clean and
     1                         catalog artifacts
Temecula
 Village
Internship                     Clean and
     2                         catalog artifacts
Temecula
 Village
Internship                                         Artifact
     3                                             conservation,
Temecula                                           exhibit design,
 Village                                           installation
Internship                                         Artifact
     4                                             conservation,
Temecula                                           exhibit design,
 Village                                           installation
Internship                                                           Clean and
     5                                                               catalog artifacts
Temecula
  Creek
Internship                                                           Clean and
     6                                                               catalog artifacts
Temecula
  Creek
Internship                                                                               Artifact
     7                                                                                   conservation,
Temecula                                                                                 exhibit design,
  Creek                                                                                  installation
Internship                                                                               Artifact
     8                                                                                   conservation,
Temecula                                                                                 exhibit design,
  Creek                                                                                  installation
1. Statement of Need
         Community: Koniag, Inc. and the Alutiiq Museum & Archaeological Repository are part of Alaska’s
Kodiak Island community. Surrounded by the North Pacific Ocean, Kodiak is a large, remote set of islands. Its
seven rural communities dot the coast of a roadless wilderness the size of Connecticut. Here, resource
extraction is the foundation of the economy, but as the fishing and logging industries decline, tourism is
gaining economic importance.
         Roughly 13,000 people live in this wet, windy maritime region, including 1,700 Alutiiqs whose
ancestors settled here more than 7,500 years ago. In the past 200 years, waves of European and Asian settlers
have added to Kodiak’s cultural fabric and impacted Alutiiq societies. Under Russian and American rule, the
Alutiiq population plummeted and cultural traditions were heavily suppressed. Alutiiq language, arts, and
social customs nearly vanished, as Native people fought prejudice and the suppression of their culture by a
growing Western society. In the 1980s, archaeological research revealed a rich prehistoric culture, promoted
heritage exploration, and led to the development of a tribal cultural center - the Alutiiq Museum. Today there
is a more inclusive community history dialog, a reawakening of the Alutiiq language, and an explosion in
Native arts. Kodiak is experiencing a cultural renaissance intimately tied to the services of its leading heritage
organization, the Alutiiq Museum. Students, educators, artists, residents, and visitors now learn about
Kodiak’s Native heritage through Alutiiq Museum research, collections, exhibits, programs, and publications.
         Status of Alutiiq Museum: Members of 7 Alutiiq tribes govern the non-profit Alutiiq Museum. Founded
in 1995, the museum preserves the cultural tradition of the Alutiiq people with a collection of over 290,000
objects and images. Exhibits, programs, and publications tell the Alutiiq story, promote cultural pride, and
invite all people to explore Native heritage. In 2000, the Alutiiq Museum won the National Award for Museum
Service for its public service and community collaborations. Museum activities center around a modern 5,000
sq. ft. facility in historic downtown Kodiak, staffed by 12. The museum serves about 7,000 visitors annually.
Thousands more benefit from programs that reach far beyond museum walls into schools and communities.
         Need: In 1995, the newly established Alutiiq Museum inherited the extensive collections of the Kodiak
Area Native Association’s Culture Center. More than 150,000 archaeological, ethnographic, natural history,
and photographic materials were transferred to the museum for long-term care. The majority of these
collections arrived unorganized and undocumented. Many lacked accurate inventories, provenance, and
ownership documentation. Over the past 14 years, the museum has worked diligently to create a professional
collections program, elevating the care of the Culture Center’s collections to professional museum standards.
Staff developed a collections policy and procedures, worked with museum professionals to complete
collections evaluations, and improved the physical care of collections through conservation, cataloging, and
storage projects. With the registration of objects largely complete, the curatorial staff now wishes to improve
the documentation and care of the Alutiiq Museum’s extensive photographic holdings.
         At present, the Alutiiq Museum cares for approximately 100,000 images. About half are physical
images and half digital images. Picturing the Past will focus on the care of physical photograph collections, 24
linear feet of hanging files, with ca. 7,000 prints, 37,000 slides, and 6,000 negatives. These images illustrate
Alutiiq people, their communities, the Kodiak environment, local archaeological excavations, historic and
prehistoric artifacts, and Alutiiq objects in the world’s museums. Most are color and date from the mid to late
twentieth century. The museum estimates that there are roughly 160 distinct collections. Of these ca. 60 are
missing registration paperwork, and ca. 80 need copyright agreements. About 455 need to be rehoused in
archivally sound materials and cabinetry, 95% need finding aids, and about 92% need cataloging.
         Picturing the Past is the result of careful curatorial planning. A 2001 MAP II collections management
survey recommended the museum apply for small grants to improve the care of specific collections,
particularly archival materials. As such, the museum obtained a 2007 Preservation Assistance Grant from the
National Endowment for the Humanities to evaluate its photographic holdings. Funding paid for University of
Alaska archivist Arlene Schmuland to examine photo collections, identify their needs, and suggest strategies
for improvement (report attached). Based on Schmuland’s findings, staff developed a photographic
collections curation plan (attached) that outlines two separate projects – one for physical images and one for
digital images. Picturing the Past is a thirteen-month project that focuses on the first three steps in the care of
physical photographs – registration, reorganization, and individual collection documentation. Digitization, the
final step, will be addressed separately, at a later date.
         Importantly, Picturing the Past ties to the museum’s long-range plan. This strategic tool identifies
national museum accreditation as one of seven primary goals, and obtaining the legal control of collections is
an essential task in achieving that goal.
         Community Impact: Photographs are the most heavily used of all Alutiiq Museum collections, both by
the museum and its patrons. Historic and contemporary images help to share the Alutiiq experience. The
museum builds exhibits of images from its collections, fills its web site with photos of Alutiiq life, and uses
pictures in publications and presentations. By registering, organizing, and documenting these collections, the
museum will increase the number of images available for heritage programming and provide patrons with
improved access to a critical heritage resource. This will promote public awareness of Alutiiq traditions and
foster pride in Native ancestry.
         For the public, the museum’s images represent one of the few reliable sources of information on
Alutiiq culture. Documentation of Alutiiq traditions is sparse due to an early, profoundly disruptive period of
Western conquest. By the time anthropologists arrived in Alaska, Alutiiqs were participating in the Western
economic system and many traditional practices were hidden or lost. As a result, there are no monographs on
Kodiak Alutiiq culture, only anecdotal accounts of explorers and clergymen. Photographs from the last 130
years supplement oral histories and fill critical holes in cultural documentation. The museum’s photographs
represent the largest set of Alutiiq images, and they are stored in the heart of the Alutiiq world, where they
are accessible to Alutiiqs. At the museum, artists view photographs of ethnographic items to inspire their
work, families search for images of relatives, and students conduct research on community history. Scholars,
publishers, and the media also contact the museum for images to illustrate their work. Registration,
documentation, and organization of the museum’s photographic collections will advance all of these uses.
         Finally, the museum has become a trusted repository for Alutiiq family and community photos. People
wishing to preserve images increasingly donate photos to the museum. By developing formal agreements
with the families, artists, researchers, and organizations that formed of the museum’s initial photo collections,
the museum will demonstrate respect for their property - both real and intellectual - and show its value as a
community repository. This project will illustrate the museum’s professionalism, encourage others to preserve
their photos at the museum, and aid the further development of Kodiak’s Alutiiq photographic archive.

2. Project Design
       Goals & Objectives: Picturing the Past will transform the Alutiiq Museum’s minimally organized and
poorly documented collections of physical photographs into a well-organized, accessible photographic archive.
The project’s objectives are:
   (1) To gain legal control of the museum’s physical photographic collections.
   (2) To promote the long-term preservation of the prints, slides, and negatives entrusted to the museum.
   (3) To enhance public awareness, use, and contributions to the museum’s photographic collections.
   (4) To advance the Alutiiq Museum’s long-range goal of obtaining national accreditation.
       Action Steps: To accomplish these objectives, Koniag, Inc. will provide the Alutiiq Museum with IMLS
funding to complete a 13-month project. Museum registrar, Marnie Leist, will act as the project director.
Picturing the Past will begin in October of 2007. In the first month, staff will complete project set up. Leist will
advertise a Photographic Collections Assistant (PCA) position, interview applicants for this one year, 30 hours a
week position, and select a candidate (job description attached). Leist and Grants Administrator Katie St. John
will also order project supplies for shipment to Kodiak by December of 2009.
         To address project goal 1 – obtaining legal control of photo collections - Leist will begin collections
work by focusing on registration, with assistance from the PCA. Based on the museum’s general inventory of
photographic collection, they will research ownership, locate and contact owners via mail and telephone,
work with owners to explain the options related to museum deposition, and discuss copyright. This work will
follow the professional and ethical guidelines of the museum’s collections policy and use existing registration
forms (see attached examples). In addition to donating to the permanent collection, owners may opt to give
or loan their photographs to the museums library for reference purposes, or claim their images. For donated
collections, the museum will request a non-exclusive license to alter, duplicate, and distribute images for non-
profit purposes. Throughout the process, Leist will update the museum’s PastPerfect registration database to
reflect disposition agreements. Intensive registration work will continue for about 10 weeks, and then at a
lower level through out the project, as the museum plans to contact about 80 collections owners.
         Next, Leist, the PCA, and museum curator Patrick Saltonstall will reorganize photograph storage in the
museum’s secure, environmentally controlled collections room. They will set up three new, conservation
friendly cabinets to enhance the care of photos. All photographic materials will be reorganized in the new
cabinetry. Then, the PCA and Leist will begin the process of working with individual collections. They will
organize each collection, rehouse it in archivally sound materials if needed (ca. 40% of all physical photos need
rehousing), and create a typed finding aid documenting the collections history, origins, number of images,
media, subjects, dates, condition and copyright information (see attached example). Finally in the last four
months of the project, the PCA, will undertake photograph cataloguing, ca. 92% of which need cataloguing.
Work will focus on permanent collections, those for which the museum has full ownership. We estimate that
the PCA will be able to catalog about 8,000 images in this time. Throughout this phase of the project Leist will
update the museum’s registration database with information on collection content and location. These
activities will address project goal 2 - the long-term preservation of physical photograph, while also advancing
their ease of use.
         To enhance public engagement with photograph collection (goal 3), Deputy Director Amy Steffian will
develop a new photo collections section for the collections page of the museum’s web site. This section will
describe major collections, provide visitors with useful forms, a downloadable list of available finding aids, and
links to staff (see Exhibition Summary). She will also develop a monthly email broadcast featuring a newly
registered collection. This email will be sent to all registered users of the museum’s website, ca. 300 people,
and posted in the museum’s gallery. The same information will be used in a display advertisement for the
Kodiak newspaper (circulation 5,000). The ad will introduce a collection and invite community members to
assist in identifying the people, places, and events in museum photos. This is a popular activity among
museum volunteers and one that has substantially enhanced photo provenance. Midway through the project,
Steffian will also create a full-page project article for the museum’s summer newsletter (circulation 3,000). At
the end of the project, Saltonstall and Leist will develop a one-hour PowerPoint lecture summarizing the
museum’s photo collections for presentation in the museum gallery. Their lecture will be free and open to the
public, and advertised in the Kodiak newspaper and via email broadcast.
         The final steps in Picturing the Past will be to draft revisions to the museum’s collections plan. This
project will create a detailed inventory of photo collections. As such, it will help staff identify subjects not
represented in the museum’s photographic holdings, and suggest areas for future collecting. Proposed
changes will be drafted on the existing collections plan (using the track changes function) and forwarded to
the museum’s board for consideration at their November 2010 meeting, with a memo of explanation.
         Ability to Implement: The Alutiiq Museum is well prepared to implement Picturing the Past. First, with
the aid of a professional archivist, the museum identified the needs of its photographic collections and devised
a curation plan to meet these needs. The curatorial staff has a unified view of collections needs and a solid
plan for improved care.
         Second, the museum has the policies and procedures in place to support this project. Staff will work
under the guidelines of the museum’s board approved collections policy, recently updated with professional
recommendations for photograph stewardship. They will use existing registration forms in work with
collections owners (see attached), and enter information into the museum’s existing PastPerfect accessions
database. In short, the museum does not need to create registration materials - these resources exist, have
been reviewed by a professional archivist, and are already in use with incoming collections.
         Third, the Alutiiq Museum has strong, positive relationships with its community. The museum’s recent
success at registering inherited artifact collections and its continued ability to attract valuable, new collections
illustrates the presence of a strong trust relationship with Kodiak residents that will aid Picturing the Past.
         Finally, both Koniag and the Alutiiq Museum have a history of sound administration. Founded in 1972,
Koniag has successfully grown and diversified its assets to provide meaningful annual dividends to tribal
shareholders while supporting its educational foundation and tribal museum. Similarly, the Alutiiq Museum
has an excellent record of financial management and project completion. In 15 years of operation, the
museum has handled numerous multi-year grants from organizations including the National Endowment for
the Humanities, Administration for Native Americans, Institute for Museum & Library Services, National Park
Service, State of Alaska, and a variety of private foundations. The museum’s projects have been completed on
time, on budget, and with exceptional benefit to the Alutiiq community. In 2008, the museum’s Alutiiq
language project won an ANA Commissioners Award, and its archaeological Site Stewardship program earned
elite Preserve America status from the National Park Service. Both were federally funded.

3. Project Resources
         Time: The Alutiiq Museum will complete Picturing the Past in 13 months (see Schedule of Completion).
The first month of the project will be spent hiring a PCA and ordering supplies for shipment to Alaska. In the
succeeding 2 months, staff will work intensely on collections registration and the reorganization of physical
storage. This will be followed by 6 months of rehousing, reorganizing, and creating finding aids for individual
collections, and finally 4 months of collections cataloguing. Educational activities will occur throughout the
project, with monthly email broadcasts and newspaper ads, a summer newsletter article, and a free public
lecture in the fall of 2010 at the project’s conclusion. Time estimates are based on the museum’s knowledge
of its collections and the duration of past collections projects.
         Personnel: The museum brings highly experienced staff to this project. Registrar / project director
Marnie Leist holds a Masters degree in Art History and a graduate certificate in museum studies. From 2005
to 2007, she successfully registered, reorganized, and documented the museum’s extensive artifact collections
(ca. 190,000 objects), an enormous project complete in a timely, thoughtful manner with great benefit to the
museum and its community. Picturing the Past represents a smaller scale effort, similar to one Leist has
already completed ably. Leist will devote 20% of her time to the project over 13 months. She will supervise
the PCA, lead the registration effort, and participate in all aspects of collections work and project promotion.
Leist’s position, although a permanent, full time position, is often funded in part by grant projects. She
recently balanced her duties as registrar with those of a successful, grant-funded NAGPRA project.
        Deputy Director Amy Steffian, who will supervise the project and lead its promotional efforts, has a
Master degree in Anthropology and 15 years experience working with the Alutiiq Museum. She has won two
professional awards for her work sharing Alutiiq heritage with the public. Steffian, who will create the
electronic resources for the project, helped to develop the museum’s web site and acts as its web master. She
will contribute 60 hours to the project over a year. She currently supervises all of the staff members who will
participate in the project. As such, her oversight of Picturing the Past will fit well into her normal duties.
        Katie St. John, the museum’s Grants Administrator, has a BA in Anthropology and 7 years of
experience managing the museum’s grants. She has successfully completed the tracking and reporting for
numerous federal, state, and foundation grants. She will oversee all of the tracking and reporting for Picturing
the Past, assist in ordering project supplies, and assist in placing project newspaper advertisements. These
administrative responsibilities are part of her normal duties.
        Budget: Picturing the Past will cost $57,412.20. Of this the Alutiiq Museum will provide $10,917.35, or
19% of all project expenses. This includes all staff time for project supervision, promotion, and grant
administration, a portion of the promotional costs, a portion of the archival supplies, and 100% of project
overhead. This substantial support from the museum demonstrates its strong desire to complete the project.
In support of the project, Koniag, Inc. requests $46,494.85 to pay the museum for direct project costs,
particularly two key staff salaries. This includes funds for a 30 hour a week collections assistant (a new,
project specific position) and for 20% of the registrar’s salary. Also requested are funds for a portion of
promotional costs, a portion of the archival supplies, and IMLS mandated travel.

4. Project Impact
         Outcomes & Evaluation: Picturing the Past will have multiple, positive impacts on the Alutiiq Museum
and its community. First and foremost, the project will transform the museum’s large photographic
collections into a well-organized, well-stored, and documented archive, more easily used by both the museum
and its community. Staff and community members will have more images available for use and information
on those images. The numbers of collections registered, finding aids created, and images rehoused and
cataloged will document the growth of the archive. Leist will track these figures by month with a spreadsheet.
         Second, the project will advance community knowledge about the museum’s photographic collections
and interaction with these collections. With this project’s outreach efforts, the museum expects more
requests for photo access and more volunteer hours designated to identifying the people, places and events
preserved in museum images. Leist will track these figures by month with a spreadsheet.
         Finally, this project will significantly advance the museum’s long-range goal of attaining national
accreditation. Legal control of collections is essential for accreditation. The Alutiiq Museum has been working
on its accreditation application for the past year. In the coming months, the museum will submit its
application and complete work on its self-study. If funded, Picturing the Past will be underway during the
museum’s accreditation visit helping to demonstrate the organization’s commitment to professionalism. The
museum’s accreditation report will be the ultimate form of project evaluation.
         Sustainability: This project will elevate the care of inherited collections to the standards of incoming
collections. The Alutiiq Museum is already caring for incoming photos in a profession manner, as indicated by
our recent survey. As such, the tools to sustain the professional care of photographs are in place. Curatorial
activities are supporting appropriate photograph care. Second, by giving the museum a meaningful way to
update it collections plan, the project will help the museum collect additional photographs in a thoughtful
way, insuring their proper care. Finally, by promoting accreditation, the project promotes sustainability. To
achieve and maintain accreditation, the museum will have to achieve and maintain the standards of storage,
organization, and documentation proposed in Picturing the Past.
BUDGET FORM: Section B, Summary Budget


                                                                                                       $ TOTAL
                                                          $ IMLS               $ Cost Share
                                                                                                       COSTS
            1. Salaries and Wages                              $31,415.00               $3,197.12          $34,612.12

            2. Fringe Benefits                                  $4,513.90                 $319.70             $4,833.60

            3. Consultant Fees

            4. Travel                                           $2,000.00                                     $2,000.00

            5. Supplies and Materials                           $2,904.00                 $161.65             $3,065.65

            6. Services                                         $5,661.95                 $264.65             $5,926.60

            7. Student Support

            8. Other Costs

            TOTAL DIRECT COSTS (1-8)                           $46,494.85               $3,943.12           $50,437.97

            9. Indirect Costs                                                           $6,974.23             $6,974.23

            TOTAL COSTS (Direct and Indirect)                  $46,494.85              $10,917.35           $57,412.20


Project Funding for the Entire Grant Period

             1. Grant Funds Requested from IMLS                $46,494.85
             2. Cost Sharing:
                a. Applicant’s Contribution                    $10,917.35
                b. Kind Contribution

                c. Other Federal Agencies*

                d. TOTAL COST SHARING                          $10,917.35
             3. TOTAL PROJECT FUNDING                          $57,412.20
             (1+2d)
             Percentage of total project costs                         81 %
             requested from IMLS

    *If funding has been requested from another federal agency, indicate the agency’s name:




OMB Number 3137-0071; Expiration Date: 7/31/2010. Estimated burden for both detailed and summary budget forms: 3 hours.
Schedule
of
Comple.on

                 TASK                       STAFF   Oct   Nov    Dec     Jan     Feb    Mar     Apr    May     Jun     Jul    Aug     Sep   Oct
Adver&se
&
Hire
PCA                     R
Order
Project
Supplies                  R,GM
Register
Collec&ons                     R,PCA
Updated
Accessions
Database             R
Share
Collec&on
via
Email
&Ad.          DD,R,
GM
Establish
New
Web
Site
Sec&on           DD
Reorganize
Collec&ons
Room
Storage      R,PCA,C
Reorganize
Collec&ons
in
Storage        R,PCA
Organize
Individual
Collec&ons          PCA,R
Create
Finding
Aids
&
Summary
List      PCA,R
Produce
NewsleMer
Ar&cle                DD,R
Add
List
of
Finding
Aids
to
Website     DD
Catalog
Select
Collec&ons               PCA,R
Develop
&
Present
Public
Lecture        R,C
DraO
Collec&ons
Plan
Revisions          R,DD
Complete
Project
Repor&ng               R,GM

Key:
R=Registrar,
GM=Grants
Administrator,
PCA=Photographic
Collec&ons
Assistant,
DD=Deputy
Director,
C=Curator
Note:
Lighter
grey
areas
under
Register
Collec&ons
indicate
that
this
ac&vity
will
take
progressively
less
&me
as
the
project
progresses.
Saginaw Chippewa Indian Tribe of Michigan



1. Statement of Need

         The Saginaw Chippewa Indian Tribe of Michigan is a distinct, federally-recognized
Indian Tribe located in central Michigan’s Isabella County near the city of Mt. Pleasant.
Contemporarily, it is most widely known for operating the Soaring Eagle Casino & Resort
entertainment complex, assisting the tribe itself in maintaining status as the most substantial
employer in the central Michigan area. By providence of its working relationships, the Saginaw
Chippewa Indian Tribe of Michigan continues to enjoy a diverse range of social and economic
interrelationship with its neighbors and visitors.
         In order to foster these growing relationships by means of offering a place for cultural
exchange, the Saginaw Chippewa provided the countenance and investment necessary to
facilitate the opening of a 34,349 sq. ft. state-of-the-art cultural center and museum facility, the
Ziibiwing Center of Anishinabe Culture & Lifeways. The Ziibiwing Center can best be
conceived of as not only a cultural center and museum, but as an extension of the tribal
government itself specifically charged with the preservation and perpetuation of a living culture.
         While the significant tribal member population has availed itself as to the center’s
programming initiatives, so too have important elements of the local/regional populace such as
universities, elementary and secondary schools, chambers of commerce, and numerous
businesses. As visitorship and community interest in Ziibiwing have grown, so too have the
demands upon its services, educational outreach, programs, exhibits-content, research facilities
and artifacts/historic archives.
         Upon its inception, the Ziibiwing Center Board of Directors, in concert with the
organization’s senior leadership, created a five-year comprehensive strategic plan to provide for
the elucidation of the necessary goals, benchmarks, and evaluative assessments that would be
requisite in determining and defining the long-term success of the facility. Pursuant to that plan,
a formally contracted Museum Assessment Program (MAP) report, and a Conservation
Assessment Program (CAP) report were completed March 6, 2006 (CAP) and May 15, 2007
(MAP) respectively. The CAP study was completed by Ruth E. Norton and focused on
collections conservation, while the MAP report was completed by Peter Tirrell, with the focus on
accreditation and facility structures.
         Amongst the emergent findings of those reports was the notion that critical to the safety
and longevity of the center’s considerable collection of artifacts and documents was the need to
provide for additional specialty storage unit with respect to the center’s textiles/weavings
collection and to institute a comprehensive disaster and emergency preparedness plan.
         While the direct and tangible community impact emergent from a disaster and emergency
preparedness plan is seemingly realized only in the unfortunate and ultimately discharge of such
a plan, proximate rewards are still present. The completion of such a plan certainly has positive
implication for the center’s accreditation efforts, the culmination of which are in direct
congruence with the mission under which the resources necessary to govern this facility were
originally awarded by the people of the Saginaw Chippewa Indian Tribe of Michigan. Further,
with any increase realized in terms of disaster and emergency preparedness, certainly exists a
corresponding positive value in the likelihood that artifact resources can be recovered in a safe
and timely fashion. As the objects in this collection constitute the cultural inheritance of a nation
of people, the preservation of these documents and artifacts are essential to ensuring survival of
that history unto future generations.
Saginaw Chippewa Indian Tribe of Michigan



2. Project Design

        The primary aim of the project is to emerge at the conclusion of the funding cycle with a
completed, comprehensive, and ready-to-implement (dPlan) disaster and emergency
preparedness plan for the Ziibiwing Center complete with a textiles/weavings specialty storage
unit in compliance with the CAP and MAP recommendations. That this may be accomplished in
congruence with the high standards of achievement required by our stakeholders, the objectives
and actions towards execution of the project are as follows:


        Objective 1: To add to the Ziibiwing Center staff the position of Cultural Resource
Management (CRM) Intern to directly assist in the compilation of necessary records pursuant to
the advice of the consultant, and to gather, organize and publish the necessary internal controls,
documents, and standard operating procedures while working in concert with the senior
leadership of the center and its curator. The CRM Intern will also coordinate meetings and
training drills for Ziibiwing Center staff with key Tribal and local municipality public safety
personnel.

       1.1 Action Step: Approval of a position description by Tribal Council.

       1.2 Action Step: Screening and selection of candidate.

       With respect to this goal and action(s), the Ziibiwing Center is well assisted by the
resources of the larger tribal government structure, having in-place a substantial human resources
department to facilitate the entire process.



       Objective 2: To retain a consultant with expertise in disaster and emergency
preparedness as it relates specifically to museums and cultural institutions.

        2.1 Action Step: By way of receipt of an official letter of intent from Nelb Archival
Consulting Inc., the above goal has been met concurrently with the application of this grant. On
March 14, 2009 the Ziibiwing Center secured the countenance of Tawny Ryan Nelb to provide
expert consultancy for the breadth of the project beginning November 1, 2009. As evidenced in
her resume attached to requisite section of this grant, Tawny Ryan Nelb has a wealth of
experience that will expertly assist her in discharging those duties.

       2.2 Action Step: To engage in consultative work with Ziibiwing Center in compiling
information, assessment of the facility, drafting procedural documents, and finalizing a
comprehensive (dPlan) disaster and emergency preparedness plan.

      In this respect, Ziibiwing is well-equipped to ensure a proper and comprehensive
agreement by providence of its relationship with the larger tribal government, which does
employ a number of legal advisors expert in contract law.
Saginaw Chippewa Indian Tribe of Michigan



        Objective 3: To provide for the necessary contacts and informational exchange with the
requisite leadership of the larger Tribal Government and local municipalities to ensure
congruence, accountability and clarity with respect to integrating the emergent plan within the
overall disaster response mechanism and procedures for the Tribe as an entire unit.

       3.1 Action Step: Communication with the Tribal Government and its public safety
personnel has already commenced in preparation for this grant. Confirm participation.

       3.2 Action Step: To engage Tribal public safety and local municipality public safety
personnel in monthly informational meetings and training drills.



        Objective 4: To obtain storage equipment for the center’s collection of textiles/weavings
directly pursuant to the recommendations detailed in the findings of the Ziibiwing Center’s
collections Conservation Assessment Program (CAP) study.

       4.1 Action Step: A request for quote was submitted to various firms in February 2009.
From these, the Ziibiwing Center’s senior leadership selected a bid from Delta Designs Limited.
This quote specifies a storage container of appropriate construction and dimension, to include
professional installation and a five-year warranty on design, materials, and workmanship.

       4.2 Action Step: Formally accept the above quote and secure an installation date.



       Objective 5: To publish a disaster and emergency preparedness plan booklet for
dissemination to the Ziibiwing Center staff and key personnel within the Tribe and proximate
municipalities such as local emergency response units.

       5.1 Action Step: All pertinent information provided to the Ziibiwing Center’s Cultural
Arts Specialist for graphic design.

        5.2 Action Step: Draft of booklet provided to key Tribal and local municipality public
safety personnel for input.

     5.2 Action Step: Booklet published and provided to all Ziibiwing Center staff, board
members, key Tribal and local municipality public safety personnel and government officials.
Saginaw Chippewa Indian Tribe of Michigan



3. Project Resources

        In order to fulfill the entire scope of this project, the Ziibiwing Center has secured the
cooperation of a number of key individuals, both in terms of those already employed by the
larger tribal organization, as well, those from outside of the organization to serve in consultative
capacities. In addition, the center is fortunate to have on-staff a number of skilled individuals that
will prove indispensable to executing the necessary commitment required by ambition of the
project activities. These include:

   •   Shannon Martin – Director, Ziibiwing Center
   •   Judy Pamp – Assistant Director, Ziibiwing Center
   •   William Johnson – Curator, Ziibiwing Center
   •   Anita Heard – Research Center Coordinator, Ziibiwing Center
   •   Jennifer Jones – Cultural Arts Specialist, Ziibiwing Center
   •   Tawny Ryan Nelb – Principal, Nelb Archival Consulting
   •   David Perez – Safety/Risk Assessment Director, Saginaw Chippewa Indian Tribe
   •   Paul Walker – Director of Facilities, Saginaw Chippewa Indian Tribe
   •   Patrick Nahgahgwon – Fire Chief, Saginaw Chippewa Indian Tribe
   •   David Crockett – Police Chief, Saginaw Chippewa Indian Tribe

         That this grant initiative surfaces from within the organization, both by means of
comprehensive long-term planning, as well as other formal assessments from which a high level
of internal participation has been requisite is auspicious. This emergence ensures that key staff
members have little to worry about in terms of balancing ongoing duties; these are the duties for
which they have long been preparing.
         In serving as Project Director for this grant initiative, Judy Pamp, Assistant Director of
the Ziibiwing Center, brings with her a wealth of administrative experience including oversight
of the center’s Facilities Department and the successful implementation of several previous
IMLS initiatives. With the assistance of Ms. Martin’s oversight, Ms. Pamp’s formal education in
strategic planning/facilitation and building disaster response teams coupled with her professional
experience in various leadership positions equips her with the experience necessary to implement
this initiative.
         By selecting Tawny Ryan Nelb to serve in the capacity of special consultant to this
project, the Ziibiwing Center has secured the assistance of an individual having twenty-plus
years of experience in the field. She has provided consultations to more than fifty clients around
the country and has maintained her professional reputation by publishing three books and
numerous papers on related topics.
         In addition to the above individuals, the plan to complete this project also calls for the
hiring of a grant-funded position; the Cultural Resource Development (CRM) Intern will be
tenured at 32 hrs/week for the preponderance of the grant period. The CRM Intern will assist
William Johnson, Curator, and Anita Heard, Research Center Coordinator, in assessing all of the
center’s 3-dimensional and archival material for the dPlan. The intern will also aide Jennifer
Jones, Cultural Arts Specialist, in the compilation and graphic design of the dPlan booklet.
         Fiscal management of the project will be provided by the Saginaw Chippewa Indian
Tribal Accounting Department through quarterly reviews. The Tribal Accounting Department
currently performs this duty with respect to the Ziibiwing Center’s other budgets/programs.
Saginaw Chippewa Indian Tribe of Michigan



4. Impact

        Outcomes: In completing the initiatives set forth by the scope of this project, the
Ziibiwing Center should realize numerous impacts, both the empirical and the seemingly
intangible; not only does the completion of the project implicate a written body of work, but also,
the piece of mind that comes with knowing secure preparation and due diligence have been
accomplished.
        By discharging all that a disaster and emergency preparedness plan will call for the center
should realize a two-fold success. Primarily, the center can assure the Tribal Government and the
general public to which they are beholden that the health and safety of patron and artifact alike
have been provided for in the case of an extraordinary event.
        Secondarily, the advantage of undertaking this process is that upon completion, the
Ziibiwing Center and its associated staff will be in a greater position of strength vis-à-vis
providing replication guidance to those institutions that would follow behind them.
        One of the primary novelties of the Ziibiwing Center is that it is an American Indian
museum run by American Indian people themselves. Thus, as more tribal entities carry on
similar endeavors, the Ziibiwing Center would emerge better equipped to provide a greater
wealth of support and advice. One of the ideals under which the Ziibiwing Center staff has
labored is the notion of doing their part to break the dependence model that has beset American
Indian organizations throughout the recent century.

        Assessment: It is favorable to determining the successful outcome of this project that the
end-product of the initiative is essentially an assessment tool in and of itself. By creating and
publishing the disaster and emergency plan booklet, the Ziibiwing Center will emerge at the end
of the funding cycle with not only a serviceable document, but also, a conveyance that is readily
disseminated for professional scrutiny.
        Upon completion of the project, the disaster and emergency plan booklet will be
distributed to key Tribal and local municipality public safety personnel and their feedback will
be solicited. From this feedback, the model will be updated and changed as necessary, and such
findings shall become part of the center’s Annual Report. As disaster preparedness is an ongoing
and evolving process, the Ziibiwing Center will integrate into its standard operating procedures
the provision that the model must be revisited and updated at least once per annual operating
cycle and said changes shall become part of the Annual Report.
        The Ziibiwing Center Annual report, as necessitated by the organization’s Board of
Directors and Tribal Government mandate, is a professional caliber document by which the
financial, procedural and budgetary progress of the center is recapitulated at the conclusion of
each fiscal year. This report is made available to the Ziibiwing Center Board of Directors,
Saginaw Chippewa Tribal Council, and Saginaw Chippewa Tribal Administrators, all of which
conduct independent assessment of its findings.
        As a disaster and emergency preparedness plan is only as good an organization’s ability
to discharge it; the senior leadership of the Ziibiwing Center shall make provision for both
bi-annual staff training on the dPlan, and for the quarterly staging of mock-drills to reinforce
what is encompassed in the dPlan. This will be accomplished in concert with the Ziibwing
Center’s pre-existing drill schedule, which is conducted and evaluated independently by the
Saginaw Chippewa Tribal Police and Fire Department. Thus, not less than six entities will be
evaluating the efficacy of this project’s goals and outcomes on a perpetual basis.
BUDGET FORM: Section B, Summary Budget


                                                                                                        $ TOTAL
                                                           $ IMLS               $ Cost Share
                                                                                                        COSTS
            1. Salaries and Wages                                $15,360.00                $4,485.00           $19,845.00

            2. Fringe Benefits                                     $5,990.40               $1,749.15             $7,739.55

            3. Consultant Fees                                     $6,500.00                                     $6,500.00

            4. Travel                                              $2,117.00                                     $2,117.00

            5. Supplies and Materials                              $8,960.00                                     $8,960.00

            6. Services                                            $2,146.00                                     $2,146.00

            7. Student Support                                         $0.00                                         $0.00

            8. Other Costs                                             $0.00                 $460.00               $460.00

            TOTAL DIRECT COSTS (1-8)                             $41,073.40                $6,694.15           $47,767.55

            9. Indirect Costs                                      $8,625.41               $1,405.77           $10,031.18

            TOTAL COSTS (Direct and Indirect)                    $49,698.81                $8,099.92           $57,798.73


Project Funding for the Entire Grant Period

             1. Grant Funds Requested from IMLS                 $49,698.81

             2. Cost Sharing:
                a. Applicant’s Contribution

                b. Kind Contribution                              $8,099.92
                c. Other Federal Agencies*

                d. TOTAL COST SHARING                             $8,099.92

             3. TOTAL PROJECT FUNDING                           $57,798.73
             (1+2d)

             Percentage of total project costs                         86 %
             requested from IMLS

    *If funding has been requested from another federal agency, indicate the agency’s name:




OMB Number 3137-0071; Expiration Date: 7/31/2010. Estimated burden for both detailed and summary budget forms: 3 hours.
Saginaw Chippewa Indian Tribe of Michigan

                                            Ziibiwing Center of Anishinabe Culture & Lifeways
                                Schedule of Completion for the Disaster and Emergency Preparedness Plan
                    The primary goal of this project is to emerge at the conclusion of this grant cycle with a completed, comprehensive,and ready-to-implement
                             disaster and emergency preparedness plan that sythesizes with Tribal and local public safety and recovery procedures.
                                 Year: 2009                         Year: 2010
                                    Oct.        Nov.        Dec.       Jan.         Feb.         Mar.        April       May        June        July        Aug.   Sept.
1.1 Action Step
Job description approval

1.2 Action Step
Hire intern

2.1 Action Step
Retain consultant

2.2 Action Step
Develop dPlan

3.1 Action Step
Public safety notification

3.2 Action Step
Public safety congruence

4.1 Action Step
Confirm storage unit quote

4.2 Action Step
Approval, determine installation date

5.1 Action Step
dPlan booklet designed

5.2 Action Step
Draft booklet to personnel

5.3 Action Step
Disseminate dPlan booklet

								
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