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Table 2: Checklist: Components of a Successful Site Stewardship Program
Information based on information about site stewardship programs via websites and consultation with SHPO offices.
| A. LEADERSHIP | |
| At least one, preferably two, paid full-time leadership positions | |
| Central leadership roles filled by people trained in the archeological resources of the region | |
| Local leadership is not too greatly invested in one person | |
| Coordinator positions filled by people who can commit at least five years to the program | |
| A clear chain of command to facilitate communication | |
| Site stewardship coordinator regularly communicates with volunteers | |
| Preferably, leadership has valuable contacts/roles in pertinent state and federal agencies | |
| Program leadership is intimately connected with pertinent land management agency | |
| B. BUDGET | |
| Identify at least two to three years of funding before implementing program | |
| Try to diversify funding sources | |
| Budget includes funding for coordinator position | |
| Contingency plans to protect against unpredictable changes in funding | |
| C. PROGRAM GOALS | |
| Goals are clearly developed and communicated to both partnering agencies and volunteers | |
| D. PARTNERSHIPS | |
| Partnerships are strategic: Partner with agencies/institutions that can provide funding/resources | |
| Partnerships are explicit: The roles, responsibilities, and expectations of the partnership are concrete | |
| Partner with groups that have a stake in the resources protected by the program, i.e., solicit involvement of Native American groups | |
| Partnerships with federal land management agencies and local archeologists are essential | |
| Partnerships can provide more than money—other types of resources can be exchanged | |
| Diversify partnerships to prevent over-reliance | |
| Consider a Memorandum of Understanding to streamline interactions between the program and partnering agencies | |
| Create an advisory body to facilitate communication between partners | |
| E. PROTECTING SITE INFORMATION & CAREFUL RECRUITMENT | |
| Rely on recruiting volunteers via word-of-mouth | |
| Require a reference for steward applicants, consider an exit interview | |
| Require extensive training for site stewards that includes classroom and fieldwork components | |
| Identify archeological resources that are too fragile to be monitored by site stewards | |
| Create and emphasize a local archeological community that includes volunteers | |
| F. PROGRAM ADVERTISING | |
| Aim it at attracting the “right” type of person | |
| Highlight a community of site stewards | |
| Avoid calling attention to specific sites | |
| Use it to educate about local archeology | |
| Utilize internet sites to get the word out | |
| Advertising is for attracting volunteers as well as to inform the community of the valuable work of the stewardship program | |
| G. VOLUNTEER MOTIVATION & RETENTION | |
| Volunteers are actively involved in the planning and operation of the program | |
| Avoid giving volunteers too many tasks that will overwhelm them | |
| Volunteers should be updated on progress towards program goals | |
| Regular communication between site stewardship coordinators and volunteers | |
| If possible, encourage families to volunteer together | |
| H. VOLUNTEER BENEFITS & RECOGNITION | |
| Track the volunteer hours contributed by each individual | |
| Regularly recognize volunteers for their contributions | |
| Personalize awards and gifts to volunteers | |
| Incorporate volunteers within the local archeological community | |
| Give volunteers special benefits for their time and effort | |
| Publicly recognize volunteers in some way | |
