CWRT Risk Factors Survey Analysis

Many CWRTs conduct tours of various battlefields and/or other history-related places. But, the vast majority DO NOT rely on their tours for operating funds. Of those preferred battlefields, the grand daddy of them all is GETTYSBURG. Recruitment for tour participants varies between a broad community to a restricted set of CWRT members. Click the link to read the results in detail.

• CWRTs with formal structure should diversify duties from a single person responsible for an area of operation to a committee basis. This spreads the elements of that operation to others thereby making the overall responsibility less onerous.

• Board decisions are traditionally made through voting. On specific issues of change, this creates an us-against-them result. Rather, board decisions that could become divisive should be made on a consensus basis…creating an “I can live with that” mentality.

• Marketing is important to any membership drive. Develop a multi-phased marketing plan that includes distribution dependencies on historical societies and museums, genealogical groups, veteran organizations, re-enactors and heritage groups, corporations, K-12 and colleges, community groups (i.e., home-owner association, neighborhood groups, retirement communities, condominiums, etc.).

• Induce CWRT leadership to set membership goals for the organization. (For example, increasing membership from 10 to 15 members by June 1, 2020.) Then, brainstorm with the membership on how that can be accomplished. Consider, those things that influenced members to join in the first instance and use those as a guide.

• Stepping down from leadership can be painful and depressing for many. However, CWRTs with embedded leaders are significantly at more risk of closure than others since no one is usually trained to take over should the embedded leader leave the picture. CWRTs should ensure that functionaries rotate on a continuous basis, that replacements are identified who become “advisors” and those who step aside are feted in tangible ways for their contributions.

• Changing meeting locations can be extremely challenging for any organizations. Multiple changes within a short period of time can become the death nell. Whenever this type of change is necessary, rather than the board making the decision for the CWRT, members should be consulted as to geographical areas they wish to be considered. This simple step can mean the difference between success and failure.