Mary McLeod Bethune Council House National Historic Site

FinalGeneral Management Plan

Environmental Impact Statement

Mary McLeod Bethune Council HouseNational Historic Site

Washington, D.C.

FinalGeneral Management Plan / Environmental Impact Statement

_____________________________________________________________________________

Mary McLeod Bethune Council HouseNational Historic Site

Washington, District of Columbia

The National Park Service is preparing a general management plan to clearly define a direction for resourcepreserv ation and visitor use at the Mary McLeod Bethune Council House National Historic Site for the next 10 to15 y ears. A general management plan takes a long-range v iew and prov ides a f ramework for proactive decisionmaking about visitor use, managing the natural and cultural resources at the site, dev eloping the site, andaddressing future opportunities and problems. This is the f irst NPS comprehensive management plan preparedf or the national historic site. As required, this general management plan presents to the public a range ofalternativ es for managing the site, including a pref erred alternativ e; the management plan also analy zes andpresents the resource and socioeconomic impacts or consequences of implementing each of those alternativ es �the “Env ironmental Consequences” section of this document.

All alternatives propose new interpretiv e exhibits. Alternative 1, a “no-action” alternative, presents what wouldhappen under a continuation of current management trends and prov ides a basis for comparing the otheralternativ es. Alternative 2, the pref erred alternativ e, expands interpretation of the house and the life of Bethune,and the archiv es. It recommends the purchase and rehabilitation of an adjacent row house to provide space f ororientation, restrooms, and offices. Mov ing v isitor orientation to an adjacent building would prov ide additionalvisitor services while slightly decreasing the impacts of visitors on the historic structure. In addition, the proposedchanges to the archiv es would expand the audience that could be reached via electronic media. Administrativ ef unctions would be separate from the v isitor areas. Archiv al research would be concentrated onsite. Collectionsand processing would also be onsite. When necessary, archival collections would be mov ed to the MuseumResource Center for preserv ation and storage.

Alternative 3 expands interpretation to those people wanting longer, more in-depth information on the site andexpands outreach programs to accommodate wider audiences. This alternativ e proposes the purchase or lease ofadditional nearby space for offices, meetings, and orientation and would decrease ranger-guided tours andincrease self -guided tours (compared to existing conditions) of the council house. This alternative also proposesthe expansion of the carriage house/archiv es and increased serv ices to a narrower audience — those people whowould be attending seminars and workshops. Orientation and visitation services would be shifted to the newspace. This alternative would also increase the number of people reached through outreach programs. Offsiteinterpretation, including trav eling exhibits, would be expanded. Alternative 4 emphasizes interpretation of the lifeand legacy of Mary McLeod Bethune. This alternativ e proposes building a larger structure to replace the carriagehouse and mov ing the archives offsite to a leased space, prov iding needed space f or restrooms and bookstore.Thus, implementation of alternative 4 would increase exhibit space and prov ide space for new exhibits. The sitestaff would provide in-depth interpretation of Dr. Bethune and her contributions, and exhibits in the house wouldinclude historic and period f urnishings f rom the years when she used the house as the headquarters for theNational Council of Negro Women.

For more inf ormation about this document, contact the Site Manager Diann Jacox, Mary McLeod BethuneNational Historic Site, 1318 Vermont Avenue, NW, Washington, D.C., 20005, at 202-673-2402, or v ia email [email protected].

U.S. Department of the Interior � N ational Park Ser vice

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SUMMARY

Mary McLeod Bethune, w as a renow nededucator, organizer, national political leader,president of the National Association ofColored Women, and founder of theNational Council of Negro Women. What isnow the Mary McLeod Bethune CouncilHouse National Historic Site w as her off icialWashington, D.C., address (1943�49), andit is at this site that Mary McLeod Bethuneachieved her greatest national and inter-national recognition. At this site, the f irstheadquarters of the National Council ofNegro Women, Bethune and the councilspearheaded strategies and developedprograms that advanced the interests ofAfrican American w omen and the blackcommunity. The site is also the location ofthe National Archives for Black Women’sHistory.

The 1991 legislation that gave the NationalPark Service the authority to acquire andmanage this national historic site alsocreated a 15-member Federal AdvisoryCommission. This commission participatesin an advisory capacity to develop thegeneral management plan. The commisionis composed of experts in areas relating tothe historic site and archives and Dr.Bethune.

The National Park Service intends to arriveat a comprehensive direction for managingthe site through public participation. There-fore, public input is an important aspect ofestablishing the desired resource and visitorexperience conditions that w ill guide themanagement of the national historic site.

Many issues and concerns have beenidentif ied by NPS staff, the Federal AdvisoryCommission, and the general public as partof the scoping (initial planning efforts) forthis general management plan. Commentswere solicited at public meetings, throughplanning newsletters, and on the Internet.

This general management plan is requiredto present to the public a range of alterna-tives for managing the site, including apreferred alternative. In this document thereare four alternatives. The plan is alsorequired to analyze and present the environ-mental and socioeconomic impacts orconsequences of implementing each ofthose alternatives � the environmentalimpact statement part of this document. Asummary of the alternatives and theimportant impacts is given below .

SUMMARY OF ALTERNATIVESAND IMPACTS

Alternative 1, No Action

Current operations, w ith limited space, staff,and budget, w ould continue at the site. Noadditional property w ould be acquired orleased. Visitor facilities w ould continue to beinadequate, and facilities w ould remaininaccessible to visitors and employees w ithmobility disabilities. The second-floor,single-toilet restroom w ould continue to beused for visitors, including those arriving ingroups. The limited administrative andvisitor orientation functions w ould remain inthe council house, and the archives w ouldremain in the carriage house, w hich doesnot provide the physical environment forprofessional curatorial standards and w ouldnot have room for storing the additionalcollections expected.

The interpretive program, w hich focuses onDr. Bethune, the council house, and theNational Council of Negro Women, w ouldcontinue to be less comprehensive than isdesired. Space for researchers and theirwork would continue to be inadequate. Thecouncil house w ould continue to be pre-served as funding permits and in responseto structural deterioration, w ithout a moreproactive preservation plan.

Summary

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The main impacts of implementing thisalternative w ould be that the above-mentioned undesirable conditions w ouldcontinue and the quality of the visitorexperience w ould continue to be adverselyaffected.

Alternative 2 − Preferred

In this alternative the national historic sitewould place a dual emphasis on the councilhouse, w hich would be used as a museum,and on the archives. Both the museum andthe archives would be expanded and linkedby using the archival materials in changinginterpretive exhibits and programs. Theinterpretation w ould provide a broad andbalanced program and a more in-depthtreatment of Dr. Bethune’s role as a publicf igure and organizer.

Dr. Bethune’s vision of an expansivearchival collection of African Americanwomen’s history w ould be achieved. Thearchives would become a signif icant, state-of-the art research institution and a modernrepository that meets current professionalarchival management standards. Researchcapabilit ies and services would be improvedthrough the use of advanced technology.Archival research would be concentratedonsite. Collections and processing w ouldalso be onsite. When necessary, archivalcollections w ould be moved to the MuseumResource Center for preservation andstorage. Additional acquired property foroff ices and visitor orientation and anincrease in staff (to 13 instead of the currentsix) would be a necessity for implementingthis alternative.

The main impacts of implementing thisalternative w ould be increased space, whichwould provide an orientation area forgroups, accessibility for those w ith mobilityhandicaps, and accessible restrooms. Itwould also provide more space for staff andexhibits. The addit ion of doorw ays wouldhave a minor impact on the historic proper-

ty. There w ould be addit ional space for thearchives, as well as enhanced environ-mental protection and updated technologicalaccess.

Alternative 3

The national historic site w ould com-memorate Mary McLeod Bethune throughthe establishment of the Bethune Center forHuman Rights. The center w ould continueDr. Bethune’s legacy by using the councilhouse as a base for stimulating socialchange. While retaining the archivalresources and the house as a museum, thesite w ould provide the place for communityand activist groups to meet and engage inactivities, w orkshops, and programs.Interpretive themes w ould emphasize Dr.Bethune’s legacy. Groups using the facilitieswould include those w ith whom Dr. Bethuneand the National Council of Negro Womenworked, as well as other organizations thatwould encourage social change in accordwith Dr. Bethune’s ideals. Lectures andreceptions for educational and activistgroups w ould take place, w ith emphasis onliteracy and voices of the civil rights andhuman rights movement.

Archival collections also w ould emphasizemater ials related to social justice andhuman rights. Leased or acquired propertyand an increase in staff (to 14 from thecurrent six) w ould be a necessity forimplementing this alternative.

The main impacts of implementing thisalternative w ould be increased space, whichwould provide an orientation area forgroups, more space for exhibits and staff,and more space for meetings and pro-grams. This space w ould be separate fromthe council house, requiring programmaticinterpretation. There w ould also be morespace for the archives, which would haveenhanced environmental protection. Theaddition of the archival space w ould haveadverse impacts on the carriage house.

SUMMARY

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Alternative 4

The national historic site w ould commemo-rate the life and times of Mary McLeodBethune by managing the council house asa traditional NPS historic museum. The sitestaff would provide in-depth interpretation ofDr. Bethune and her contributions, andexhibits in the house w ould include historicand period furnishings from the years w henshe used the house as the headquarters forthe National Council of Negro Women. Mostof these exhibits w ould be permanent, w ithsome changing exhibits. The emphasis ofthe archival collections w ould be to illustratethe highlights of her life and activities aswell as the era in w hich she lived and thecontemporaries w ith w hom she w orked.Offsite space for the archival collectionswould be a necessity for implementing thisalternative, as w ould hiring one additionalstaff member.

The main impacts of implementing thisalternative w ould be the removal and

reconstruction of the carriage house.Moving the archives to a leased facilitywould open addit ional space onsite foroff ices, a bookstore, and restrooms, leavingmore room in the council house for exhibitsand interpretation.

COMMENTS ON THE DRAFT PLAN

Some minor elements of the preferredalternative and other alternatives w eremodif ied to address comments on the draftplan. This Final General Management Plan /Environmental Impact Statement includesagency letters and letters and responses toall substantive comments. The f inal plan w illbe approved (through a record of decision)after a minimum 30-day no-action period.See the “Responses to Comments on theDraft Plan” section for details on thechanges in the f inal plan.

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Contents

Introduction

Purpose of and Need for the General Management Plan 3Purpose and Need 3The Planning Process 3

Brief Description of the National Historic Site and Its Beginnings 4Background and Description 4The Establishment of the National Historic Site 9

Planning Direction and Guidance 10Site Purposes � Why the Site Was Set Aside 10Site Signif icance � Why It Is Special and Important 10Interpretive Themes � What Visitors Should Know 11Servicew ide Laws and Policies and Special Site Mandates and Agreements 11Carrying Capacity 16Planning Issues 17Resources and/or Values at Stake in the Planning Process � Impact Topics 18Impact Topics Selected for Further Analysis 18Impact Topics Eliminated from Further Evaluation 19Issues beyond the Scope of This Plan 21

Relationship to the Neighborhood, Related Sites, and Other Planning Efforts 22Relationship to Neighborhood 22Related Sites in Washington, D.C. 22Relationship to other Planning Efforts in Washington, D.C. 24Related Sites Outside Washington, D.C. 25

Alternatives, Including the Preferred Alternative

Introduction 29The Alternatives 29Alternatives or Actions Considered but Eliminated from Further Study 29

Alternative 1: No Action 30Overall Concept 30Council House 30Carriage House 30New Interpretive, Administrative, or Archival Space 30

Alternative 2: Dual Emphasis on Museum and Archives (Preferred Alternative) 32Overall Concept 32Council House 34Carriage House 34New Interpretive, Administrative, or Archival Space 34

Alternative 3: Emphasis on Activities and Programs 36Overall Concept 36Council House 36

CONTENTS

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Carriage House 38New Interpretive, Administrative, or Archival Space 38

Alternative 4: Emphasis on Museum Operations 39Overall Concept 39Council House 39Carriage House 39New Interpretive, Administrative, or Archival Space 41

Comparative Costs of General Management Plan Alternatives 42

Environmentally Preferred Alternative 44

Mitigating Measures 51Recommendations for Further Research and Planning 52

Affected Environment

Cultural Resources 55A Short Biography � Mary McLeod Bethune: 1875�1955 55Archeological Resources 65Ethnographic Resources 65Mary McLeod Bethune Council House National Historic Site � A Brief History 65Council House 68Furnishings 69Carriage House 70Historic Landscape Design 70National Archives for Black Women’s History 70

Visitor Use / Experience 73

Socioeconomic Environment 75Population and Economy 75Land Use 76Visual Quality 76Transportation and Site Access 76

Site Administration and Operations 77Structures 77Operations and Maintenance 78Staff 78

Environmental Consequences

Introduction 81Cumulative Impacts 81Impairment of Site Resources 81

Impacts on Cultural Resources 83Methodology 83Intensity of Impacts 83Duration of Impacts 84Type of Impacts 84

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Alternative 1 (No Action) 84Alternative 2 − (Preferred) 86Alternative 3 88Alternative 4 89

Impacts on Visitor Use / Experience 92Methodology 92Alternative 1 92Alternative 2 (Preferred) 93Alternative 3 95Alternative 4 96

Impacts on the Socioeconomic Environment 99Methodology 99Alternative 1 99Alternative 2 (Preferred) 100Alternative 3 102Alternative 4 103Environmental Justice 105

Impacts on Site Administration and Operations 106Methodology 106Alternative 1 106Alternative 2 (Preferred) 107Alternative 3 108Alternative 4 109

Other Impacts 111Unavoidable Adverse Effects 111Relationship of Short-Term Uses of the Environment and the Maintenance and Enhancement of Long-Term Productivity 113Irreversible or Irretrievable Commitments of Resources 115Impacts on Energy Requirements and Conservation Potential 115

Consultation and Coordination 116Scoping and Other Public Involvement Efforts 116List of Agencies and Organizations Receiving a Copy of This Final Management Plan / Environmental Impact Statement 118

Responses to Comments on the Draft Plan 120

Appendixes

Appendix A: Public Laws and Reports Related to the Site 129

Appendix B: Letter Regarding Endandered Species 147Appendix C: Cost Estimate Details 149

Selected References 152

Preparers and Consultants 154Index 155

CONTENTS

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Maps and Illustrations

Vicinity 6Logan Circle Historic District 7Site Circulation Plan 8Alternative 1 � No Action 31Alternative 2 � Dual Emphasis 33Alternative 3 � Emphasis on Activities and Programs 37Alternative 4 � Emphasis on Museum 40

Tables

1. Summary of Comparative Costs 432. Environmentally Preferred Alternative Analysis 443. Summary of Alternative Actions 464. Summary Comparison of Impacts of Implementing the Alternatives 485. Cultural Resource Compliance w ith Section 106 118

INTRODUCTION

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PURPOSE OF AND NEED FOR THE GENERAL MANAGEM ENT PLAN

PURPOSE AND NEED

General management plans are required foreach unit of the national park system. Thepurpose of this general mangement plan isto provide a clearly defined direction forvisitor use and resource preservation and toprovide a basic foundation for decisionmaking and managing the national historicsite for the next 10 to 15 years.

The Mary McLeod Bethune Council HouseNational Historic Site is a relatively new unitof the national park system. This is the f irstNPS comprehensive management planprepared for the national historic site. Thisgeneral management plan provides theguidance for managing the Mary McLeodBethune Council House National HistoricSite. A general management plan purpose-fully takes a long-range view and provides aframew ork for proactive decision making,including decisions on visitor use, managingthe natural and cultural resources at thesite, developing the site, and addressingfuture opportunities and problems.

THE PLANNING PROCESS

The 1991 legislation that gave the NationalPark Service the authority to acquire andmanage this national historic site (seeappendix A) also created a 15-memberFederal Advisory Commission (see nextsection). This commission, composed ofexperts in areas relating to the historic siteand archives and Dr. Bethune, participatesin an advisory capacity to help develop thegeneral management plan.

This general management plan w asdeveloped by a mult idisciplinary team thatincludes NPS staff and four members of theFederal Advisory Commission that servedirectly on the general management planplanning team.

Because the National Park Service seespublic input as an important aspect ofestablishing the desired resource and visitorexperience conditions that w ill guide themanagement of the national historic site,public participation w as solicited in theplanning process. This public participation isdescribed in the “Consultation andCoordination” section of this document.Suggestions from the public have beenincorporated into the proposed manage-ment alternatives in this document.

The National Park Service is required topresent a range of alternatives for managingthe site, including a preferred alternative(the “Alternatives including the PreferredAlternative” section), and to analyze theenvironmental and socioeconomic impactsor consequences of implementing each ofthe alternatives (the “Environmental Conse-quences” section of this document). Variouselements of the preferred alternative andother alternatives w ere modif ied to addresscomments on the draft plan. This FinalGeneral Management Plan / EnvironmentalImpact Statement includes agency lettersand responses to all substantive comments.The f inal plan w ill be approved (through arecord of decision) after a minimum 30-dayno-action period. See the “Responses toComments” section for details on thechanges in the f inal plan.

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BRIEF DESCRIPTION OF THE NATIONAL HISTORIC SITE AND ITS BEGINNINGS

BACKGROUND AND DESCRIPTION

Mary McLeod Bethune, w as a renow nededucator, organizer, national political leader,president of the National Association ofColored Women, and founder of theNational Council of Negro Women (NCNW).What is now the Mary McLeod BethuneCouncil House National Historic Site w asher off icial Washington, D.C., address(1943�49), and it is at this site that MaryMcLeod Bethune achieved her greatestnational and international recognit ion,receiving heads of state, governmentoff icials, and leaders from across the world.At this site, the f irst headquarters of theNational Council of Negro Women, Bethuneand the council spearheaded strategies anddeveloped programs that advanced theinterests of African American w omen andthe black community. The site is also thelocation of the National Archives for BlackWomen’s History.

The site, at 1318 Vermont Avenue NW,Washington, D.C., (see Vicinity map)includes a row house and a carriage house.The brick row house, constructed in 1875 inthe Second Victorian Empire architecturalstyle, has a three-story façade, raisedbasement, bay w indow , and tin-coveredmansard roof. The structure reflects manyof the changes in building regulations duringthe development of new neighborhoods inthe District of Columbia. Its transition from asingle-family home for the upper middleclass in the late 19th century, to a residenceand shop in the early 20th century, to theheadquarters of the National Council ofNegro Women from 1943 to 1966, and nowto a house museum and archival facility,exemplif ies the shifting nature of the LoganCircle area. Architecturally, the neighbor-hood has retained its historic character and

has been listed on the National Register ofHistoric Places as the Logan Circle HistoricDistrict (see Logan Circle Historic Districtand Site Circulation Plan maps).

During the past century, this neighborhoodhas changed from an aff luent, nearly all-white community, to an enclave of theAfrican American elite, and f inally to aracially mixed district. In recent years,several of the larger structures in theneighborhood have been converted tocondominiums, older structures are beingrehabilitated, and vacant lots are beingdeveloped for new building units. Dr.Bethune’s association w ith the house madethe building a center of signif icant politicalactivity during the 1940s � as a meetingplace for the National Council of NegroWomen, w hich was often attended byprominent f igures, including EleanorRoosevelt. The house has been modif iedover the years, and a f ire during the 1960scaused extensive water and smoke damageto the interior. The building structure and itsfront architectural façade still have a highdegree of historic integrity. The rear porch/patio area has had extensive alterations.Although the house has been modif ied, thebasic f loor plan remains unchanged. Theinterior has been restored to a high level ofquality, but retains litt le historic integrity.

The brick carriage house contains theNational Archives for Black Women’sHistory � the largest archive that isdedicated only to the documentation ofAfrican American w omen’s history. BeforeDr. Bethune’s time, black w omen’s historyhad been neglected because the primarysources needed to document that historyhad not been collected and w ere thusunavailable for researchers. These archivalcollections are serving as a research

Brief Description of the National Historic Site and Its Beginnings

9

center and an archival repository for thestudy of African American w omen’sachievements and heritage. This com-memoration of the lives and contributions ofAfrican American w omen perpetuates MaryMcLeod Bethune’s legacy of leadership,commitment, and service.

Constructed during the early 1890s, thetw o-story brick carriage house has under-gone signif icant interior and exteriorchanges. The inter ior w as completely guttedduring 1988-91 and converted into a spaceto house the archives. On the exterior, onesmall arched brick lintel in the east w all isthe only evidence of the original fenestra-tion. Because of its location w ithin theboundaries of a national historic site, thecarriage house is considered to be eligiblefor listing on the National Register ofHistoric Places as a contributing element tothe site.

THE ESTABLISHM ENT OF THENATIONAL HISTORIC SITE

The Mary McLeod Bethune Council Housewas designated a national historic siteunder Public Law 97-329 (96 Stat. 1615),October 15, 1982. This act authorized anddirected the secretary of the interior throughthe National Park Service to enter intoagreements w ith the National Council ofNegro Women so that the secretary mightprovide technical and f inancial assistance inrestoring and interpreting the housemuseum and associated archives.

Under the provisions of Public Law 102-211(105 Stat. 1652), December 11, 1991, theNational Park Service w as authorized toacquire and manage the Mary McLeodBethune Council House National Historic

Site as part of the national park system. A15-member Mary McLeod Bethune CouncilHouse National Historic Site Advisory Com-mission (the Federal Advisory Commission)was appointed to participate in an advisorycapacity in developing the general manage-ment plan. This commission is composed of15 members appointed for four-year terms.The membership is composed of subject-matter experts and members of organiza-tions that directly relate to Dr. Bethune,including members of the National Councilof Negro Women and the Bethune Museumand Archives; experts on the history ofAfrican American w omen, archival manage-ment, historic preservation; and three mem-bers w ho represent the general public. Fourmembers of this commission are on themanagement plan planning team. Membersof this commission meet and consult w iththe planning team on matters relating to themanagement and development of thenational historic site.

The site w as acquired by the National ParkService in 1994, and in 1995 staff werehired to manage the site. The site w asopened to the public as a national parksystem site on October 1, 1995. The legisla-tion that authorized the National ParkService to acquire the site also gave thesecretary of the interior the author ization toenter into cooperative agreements w ithorganizations aligned w ith the historic site.The National Park Service currently has acooperative agreement w ith the BethuneMuseum and Archives, Inc. and the NationalCouncil of Negro Women, Inc. The BethuneMuseum and Archives and the NationalCouncil of Negro Women, Inc. providepublic programs on a monthly basis and inreturn are provided off ice space, admini-strative support, storage space, andfinancial assistance.

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PLANNING DIRECTION AND GUIDANCE

Site management is directed by law , policy,and planning documents. Planning for ageneral management plan begins as theplanning team looks at the site purpose(s)and signif icance and primary interpretivethemes. Then they look at the specialmandates and the laws and policies thatthey must also follow before they startpreparing a general management plan.

SITE PURPOSES � WHY THESITE WAS SET ASIDE

The reasons for which the site wasestablished provide the most funda-mental criteria against which theappropriateness of actions proposedin the general management plan aretested.

The follow ing purpose statements representthe National Park Service’s interpretation ofthe legislative mandates that establishedthe site � the reasons w hy the site w as setaside � are to

• Interpret the life and legacy of MaryMcLeod Bethune.

• Document and interpret the history ofAfrican American w omen and theirorganizations during the Bethune era,1875�1955.

• Document and interpret the history ofAfrican American w omen in the strugglefor civil rights in the United States.

• Collect and preserve the individual andcollective historical records of AfricanAmerican w omen and their organiza-tions in keeping w ith the Bethune eraand legacy.

• Ensure the preservation, rehabilitation,and maintenance of historic structuresand features of the site to the period ofmost historical signif icance, 1943�66.

• Preserve the historical furnishings andartifacts relating to Mary McLeod

Bethune and the National Council ofNegro Women.

• Administer the site in accordance w iththe legislation to ensure the site'spreservation and interpretation.

• Enter into cooperative agreements w ithnonprofit groups/organizations asnecessary to carry out the mission of theMary McLeod Bethune Council HouseNational Historic Site.

SITE SIGNIFICANCE � WHY IT ISSPECIAL AND IMPORTANT

Significance statements define theimportant attributes that relate to thesite’s purpose and why the site wasestablished.

Site signif icance statements capture theessence of the site’s importance to thenation’s natural and cultural heritage.Understanding the site’s signif icance helpsmangers set protection priorities and deter-mine desirable visitor experiences. Thefollow ing signif icance statements have beendeveloped for the site.

• The Mary McLeod Bethune CouncilHouse National Historic Site served asthe headquarters of the National Councilof Negro Women from 1943�66. Dr.Mary McLeod Bethune, renow nededucator, organizer, national politicalleader, a president of the NationalAssociation of Colored Women, andfounder and president of the NationalCouncil of Negro Women.

• It is at this site that Mary McLeodBethune achieved her greatest nationaland international recognition.

• At the Mary McLeod Bethune CouncilHouse National Historic Site, the f irstheadquarters of the National Council of

Planning Direction and Guidance

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Negro Women, Bethune and the Councilspearheaded strategies and developedprograms that advanced the interests ofAfrican American w omen and the Blackcommunity.

• The site is the location of the NationalArchives for Black Women’s History �archival collections that are dedicatedonly to the documentation of AfricanAmerican w omen, their history, and theirorganizations.

INTERPRETIV E THEM ES � WHATVISITORS SHOULD KNOW

“Interpretation” is the word thatthe National Park Service uses todescribe an educational activitythat is designed to stimulatecuriosity, convey messages to thepublic, and help the publicunderstand, enjoy, appreciate,and protect the resources.Interpretation includes tellingvisitors what there is to see andhow to get there as well asdetermining what visitors shouldlearn about the site and how theywould best learn that information �through media such as anaudiovisual program, through aself-guiding brochure, a guidedtour, or some other means.

The primary interpretive themes arebased on the site’s purpose,significance, and primary resources.The primary interpretive themes arethe ideas that are so important thatevery visitor should have theopportunity to understand them.

Although the primary interpretive themesare critical to a visitor’s understanding of thesite’s signif icance, they are not a list ofeverything there is to tell about the site. Thefollow ing themes have been developed bythe planning team and the Federal AdvisoryCommission. These themes narrow the

legislative purpose and focus the efforts ofthe site staff during the life of the plan.

The principal interpretive theme of MaryMcLeod Bethune Council House NationalHistoric Site is to commemorate the life,achievements, and legacy of Dr. Bethune.Accordingly, the planning team for thegeneral management plan and the FederalAdvisory Commission for the historic sitehave selected the follow ing history themesto support the site’s principal theme:

• personal life• religion/moral rearmament• education• organizations• World War II activit ies• democracy and Americanism• civil rights• race relations• women• internationalism• heritage documentation

The themes, according to the planning teamand the Federal Advisory Commission,should be divided into four modules:

1. Bethune – the person2. Bethune – the philosopher (stressing

the topical areas of w omen, education,religion, democracy and Americanism,and internationalism)

3. Bethune – the activist (stressing alleleven topical areas)

4. Bethune – the legacy

SERVICEWIDE LAWS AND POLICIESAND SPECIAL SITE MANDATES ANDAGREEM ENTS

Some of the future visitor experience andresource conditions at the national historicsite are specif ied by law and policy. Forexample, the National Park Service doesnot have the choice to do anything butpreserve the council house (a historicstructure and a key element of the purpose

INTRODUCTION

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for which the site w as established). Thesespecif ied elements include abiding by thelarge body of law s and policies that areapplicable to all national park system unitsand the site’s purpose and signif icance � aswell as any special mandates or commit-ments that may apply to a particular nationalpark system unit (see below ). All decisionsmade through general managementplanning must f it w ithin the parametersprovided by these law s and policies.

There are also decisions to be made w herelaw , policy, and regulations do not provideclear guidance or limits. For example, do w epreserve the council house by limiting thenumber of visitors, limit ing visitors to onefloor or two f loors or all three f loors, notlimiting visitors, or excluding visitors?Decisions like these, w ith more than onepossible answ er, will be based on thepurpose, signif icance, and the laws andpolicies mentioned above, as w ell as thesignif icant resources that are to beprotected/preserved, public expectationsand concerns, resource analysis, anevaluation of the natural, cultural, and socialimpacts of alternative courses of action, andconsideration of long-term costs. Thesedecisions are the “heart” of a generalmanagement plan.

There are often conditions of, for example,visitor use or resource preservation ordevelopment of the site, that are specif ied inthe legislation that establishes thatparticular national park system unit � in thisdocument these conditions are callledspecial mandates or agreements. At thisnational historic site, for example, onemandate in the legislation w as that anadvisory commisson w ill participate in anadvisory capacity in developing the generalmanagement plan.

Servicewide Laws and Policies

General. As with all units of the nationalpark system, management of Mary McLeodBethune Council House National HistoricSite is guided by the 1916 Organic Act thatcreated the National Park Service; theGeneral Authorit ies Act of 1970, and the actof March 27, 1978, relating to the manage-ment of the national park system. Otherapplicable federal laws and regulations arethe Endangered Species Act and theNational Historic Preservation Act.

Many resource treatments and some as-pects of visitor experience are prescribed bythe National Historic Preservation Act of1966 and the A mericans w ith Disabilit iesAct, among others, and NPS policy.Although attaining some of these conditionsis sometimes deferred due to funding orstaff ing limitations, the National ParkService w ill continue to strive to implementthese policies w ith or w ithout a new generalmanagement plan. For instance, the generalmanagement plan is not needed to decidewhether or not it is appropriate to protecthistoric structures, archeological sites,provide access for visitors with disabilities,or conserve artifacts.

The condit ions prescribed by law s, regu-lations, policies, agreements, and mandatesmost pertinent to the planning and manage-ment of the national historic site aresummarized in this section.

The site is to be managed as part of thelocal (site neighbors) as well as a part of thegreater social, economic, and culturalsystem. Current policy requires thefollow ing:


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Law or Policy Management Direction / ActionUniform RelocationAssistance andReal PropertyAcquisition PoliciesAct (PL 91-646)

This act, enacted in 1970 and amended in 1987, provides for uniformand equitable treatment of persons displaced from their homes,businesse s, or farms by federal and federally assi sted programs andestablished uniform and equitable land acquisition policies for federaland federally assisted programs. The act ensures that property ownersreceive fair market value based on an appraisal in addition to most titletransfer costs. Displaced owners and tenants receive assistance infinding comparable replacement property and compensation for movingexpenses.

NPS ManagementPolicies 3:3

When private land is proposed for acquisition, the National Park Servicewill make every reasonable effort to reach an agreement with the owneron the purchase price. If an agreement cannot be reached, the NationalPark Service will take further steps in accordance with authorities andcongressional directions that apply to the park in question.Condemnation is generally considered as a last resort. However,acquisition by condemnation may be employed to establish justcompensation to clear title, or to prevent damage to park resourceswhen no other means of protection is adequate.

Omnibus Parks andPublic LandsManagement Act of1996

Subsection (b) provides the National Park Service with generic authorityto make minor boundary adjustments to park units. This subsectionamends the Land and Water Conservation Fund Act of 1965 toauthorize the secretary of the Department of the Interior to makeadministrative minor boundary adjustments under the followingconditions:

1) The area to be added and the area to be deleted must be less than200 acres and cannot be more than five percent of the total Federalacreage authorized for the unit.

2) The boundary adjustment must not be a major Federal actionsignificantly affecting the quality of the human environment, asdetermined by the Secretary of the Interior Department.

3) The total appraised value of the area to be added and of the area tobe deleted from the unit must not exceed $750,000.

4) The proposed boundary adjustment may not be an element of amore comprehensive boundary change.

5) The proposed boundary adjustment must be subject to a publicreview and comment period.

6) The Director of the NPS must obtain written consent from all propertyowners that would be directly affected by the proposed minor boundaryadjustment.

7) Lands to be added under the proposed minor boundary adjustmentmust be adjacent to lands already administered by the Director of theNational Park Service.

Subsection (b) also stipulates that minor boundary revisions that involveonly deletions of land require an Act of Congress.

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Law or Policy Management Direction / ActionNPS ManagementPolicies

Because the site is an integral part of larger regional environments, theNational Park Service will work cooperatively with others to anticipate,avoid, and resolve potential conflicts, to protect site resources, and toaddress mutual interests in the quality of life for community residents.Regional cooperation will involve federal, state, and local agencies,neighboring landowners, and all other concerned parties.

The Park Service will continue to establish and foster partnerships withpublic and private organizations to achieve the purposes and mission ofthe site. Partnerships will be sought for resource protection, research,education, and visitor enjoyment purposes.

Site staff wil l keep landowners, land managers, local governments, andthe general public informed about site management activities. Periodicconsultations will occur with landowners and communities affected bysite visitors and management actions.

The National Park Service will work closely with local, state, federalagencies, and partners whose programs affect, or are affected by,activities at the site.

Cultural Resources. Current law s and policies require that the follow ing conditions beachieved for historic properties (e.g., buildings, structures, and cultural landscapes) at the site:

Law or Policy Management Direction / ActionNational Historic Preservation Act; ExecutiveOrder 11593; Archeological and HistoricPreservation Act; the Secretary of the Interior’sStandards and Guidelines for Archeology andHistoric Preservation; ProgrammaticMemorandum of Agreement among theNational Park Service, the Advisory Council onHistoric Preservation, and the National Councilof State Historic Preservation Officers (1995);NPS Management Policies

Historic properties are inventoried and theirsignificance and integrity are evaluatedunder National Register of Historic Placescriteria.

The qualities that contribute to the eligibilityfor listing or listing of historic properties onthe NRHP are protected in accordance withthe Secretary of the Interior’s Standards.

Current law s and policies require that the follow ing conditions be achieved at the site toprotect and preserve site collections (museum objects and archival collections):

Law or Policy Management Direction / ActionNational Historic Preservation Act; Archeological andHistoric Preservation Act; Archeological ResourcesProtection Act; NPS Standards for NPS MuseumCollections Management, NPS Museum Handbook,NPS Records Management Guideline, NationalArchives and Records Administration Standards, NPSCultural Resources Management Guideline, andMuseum Properties Management Act of 1955.

All museum objects andmanuscripts are identified andinventoried, and their significance isdetermined and documented.

The qualities that contribute to thesignificance of collections areprotected in accordance withestablished standards.


15

Natural Resources. The few natural resources at the site w ill not be affected by actionsproposed in this management plan; applicable laws and policies for natural resources areunnecessary for this discussion.

Visitor Use and Safety and Accessibility. Current law s and policies require that thefollow ing conditions be achieved in national park system units/the national historic site:

Law or Policy Management Direction / ActionNPS Management Policies Visitor and employee safety and health are

protected.NPS Organic Act; site’s enabling legislation;NPS Management Policies

Visitors understand and appreciate site valuesand resources and have the information neces-sary to adapt to site environments; visitorshave opportunities to enjoy the sites in waysthat leave resources unimpaired for futuregenerations.

NPS Organic Act; site’s enabling legislation;Title 36 of the Code of Federal Regulations;NPS Management Policies

Site recreational uses are promoted andregulated, and basic visitor needs are met inkeeping with site purposes. NPS ManagementPolicies prohibit private uses of historicstructures.

Americans with Disabilities Act;Architectural Barriers Act; RehabilitationAct; NPS Management Policies

To the extent feasible, facilities, programs, andservices are accessible to and usable by allpeople, including those with disabilities.

NPS Management Policies; 1998 ExecutiveSummary to Congress, Recreational FeeDemonstration Program, Progress Report toCongress, Volume I � Overview andSummary (U.S. Department of the Interior,National Park Service, U.S. Fish andWildlife Service, Bureau of LandManagement; U.S. Department ofAgriculture, Forest Service)

Visitors who use federal facilities and servicesfor outdoor recreation may be required to pay agreater share of the cost of providing thoseopportunities than the population as a whole.

Site Mandates and Agreements

Law or Policy ManagementDirection / Action

Section 3(b) of Public Law 102-211 (105 Stat. 1652), enacted intolaw on December 11, 1991, authorized the secretary of theDepartment of the Interior (through the National Park Service) “toenter into a cooperative agreement with nonprofit organizationsdedicated to preserving and interpreting the life and work of MaryMcLeod Bethune and the history and contributions of AfricanAmerican women” �

(A) to provide to the public such programs, seminars, and lecturesas are appropriate to interpret the life and work of Mary McLeodBethune and the history and contributions of African Americanwomen, and

(B) to administer the archives currently located at the historic site,including providing reasonable access to the archives byscholars and other interested parties.

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Law or Policy ManagementDirection / Action

Section 3(2) authorized the secretary “to provide space andadministrative support for such nonprofit organization.”

Section 3(c) of this act provided that the national historic site “shallbe operated and managed in accordance with a General Manage-ment Plan.” An advisory commission appointed under terms inspecified in Section 4 of the act “shall fully participate in an advisorycapacity with the Secretary in the development of the GeneralManagement Plan.” The Secretary and the advisory commission“shall meet and consult on matters relating to the management anddevelopment of the historic site as often as necessary, but at leastsemiannually.”

The National ParkService will worktoward implementingan approved man-agement plan asdirected in thelegislation.

CARRYING CAPACITY

The General Authorit ies Act of 1970 (PL 91-383), as amended in 1978 (PL 95-625), andthe National Park Service’s ManagementPolicies require general management plansto address the issue of visitor carryingcapacity. Carrying capacity is a measureused by the National Park Service to ensurethat the integrity of its resources is notoverly impacted by visitors, and that thequality of the visitor experience is notdiminished by overcrowding. The process isaccomplished in accord w ith the purpose ofthe site and site management objectives.

The carrying capacity concept assists inmanaging visitor activit ies along w ith naturaland cultural resources in a w ay that isconsistent w ith the site’s authorizinglegislation. It is useful in helping managersdetermine the appropriate type and intensityof facilities and activities in specif ic areas ofthe site and the number of people to beaccommodated to give visitors a qualityexperience w ithout damaging the resources.

Several addit ional factors need to be con-sidered for determining carrying capacity:(1) visitors must be able to move from onearea to another; (2) sound carries w ithin thecouncil house � one group can inadvertentlydegrade the experience of another; (3)exhibits and rooms are of limited size,impacting the number of visitors that can

comfortably be accommodated; (4) there isa need for f lexibility in providing activities forscheduled groups (e.g., w hen a programcalls for a class to visit the exhibit area, itshould be available); (5) it is not alw ayspossible to exactly choreograph the move-ment of groups and other visitors; (6) therewill be exhibits and other f ixtures thatreduce overall space; and (7) circulationcorridors can be bottlenecks, especially inthe event of emergencies. Furthermore, thelimitations of available staff often dictate thenumbers of visitors that any particular re-source can accommodate at any given time.

The experience of interpreters at the councilhouse is that visitors start complainingabout the quality of house tours w hen thegroup size goes over 12. Due to noise, onlyone tour can be on each f loor at a time. Thecirculation from floor to f loor is limited to thetw o staircases, one in the front of the houseand one in the back, w hich further limits thenumber of tours that can occur simultane-ously to tw o.

Taking these factors into consideration, thevisitor experience and circulation becomethe limiting factors of carrying capacity forthe council house. Based on a group size of15, a 20-minute video follow ed by a one-hour tour, a staff of tw o interpreters, and theexisting operating hours, it has beendetermined that the overall carrying capacity


17

should be about 105 people per day in thecouncil house.

Researchers at the carriage house requiredesk and study space. The existing layoutallow s space for two moderately sizedworkstations and, therefore, tworesearchers at a time.

Figures for both the council house andcarriage house might require adjustment asexperience accumulates.

PLANNING ISSUES

Many issues and concerns have beenidentif ied by NPS staff, the Federal AdvisoryCommission, and the general public as partof the scoping (initial planning efforts) forthis general management plan. Commentswere solicited at public meetings, throughplanning newsletters, and on the Internet.For more information on the commentsreceived, see the "Consultation andCoordination" section. Follow ing is the list ofissues from these scoping sessions:

Most of the site’s visitors are schoolgroups, commercial tour groups, or heritagetour groups that arrive by bus. The visitorreception area is the only space that canserve as an orientation area. The housedoes not easily accommodate large groups. The council house � w hich provides

space for all visitor orientation andinterpretation, a cooperative associationbookstore, most administrative off ices, anddeveloping interpretive programs � isinadequate for these purposes. The carriage house � w hich provides

space for researchers, a small referencelibrary, some administrative off ices, archivalstorage, and w ork areas for processingarchival collections � is inadequate for thesepurposes. Neither structure accommodates visitorswith disabilit ies. The council house and thecarriage house cannot accommodateadditional staff, but all functions on the siterequire more staff to operate adequately. The single-toilet restroom on the second

floor of the council house is not accessible

to visitors w ith disabilities and does notmeet the needs of groups. The room arrangement in the council

house is not conducive to a high-qualityvisitor experience. The current mix ofadministrative functions and visitor servicesdoes not allow eff icient site operations oruse of space or f lexibility. More space isneeded for administrative off ices. The archival collections in the carriagehouse are catalogued and processed, butthe entire collections exceed the archivalstorage space; part of the collections arestored offsite in leased space. More collec-tions are expected. Although some climatecontrol equipment has been installed, thecarriage house has no dehumidif ier, vaporbarrier, or f ire sprinkler system, and theinsulation is inadequate. Therefore thestructure does not meet current archivalstandards. The current computer, communication,

and Internet systems need updating. There is inadequate room to provide tothe public such programs, seminars, andlectures as are appropriate to interpret thelife and w ork of Mary McLeod Bethune andthe history and contributions of AfricanAmerican w omen. The interpretive program is not as com-

prehensive as it should be. Interpretation is not provided for visitorswith disabilit ies, either directly or by pro-viding other methods of interpretation. Interpretation of the archival materials in

the current exhibits is lacking. Parking for both visitors and park staff islimited to on-street parking in a highdemand urban area. Links to and partnerships w ith relatedsites interpreting the history and educationof African American w omen have not yetbeen established. Because of the space, staff, and budget

limitations, and the continuing conflictsbetw een administrative and visitor functions,the approach to managing the site,archives, and educational programs is morereactive, and NPS managers w ould like it tobe proactive. Many people in the Washington, D.C.area and beyond are not aw are of the

INTRODUCTION

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establishment of the national historic site.Consequently, potential visitors are notexperiencing the stories and educationalvalues the site offers. There is no overall plan to balance themany needs.

RESOURCES AND/OR VALUES ATSTAKE IN THE PLANNING PROCESS �IMPACT TOPICS

This document is a general managementplan / environmental impact statement. Thegeneral management plan is integrated w ithenvironmental consequences. In the“Environmental Consequences” section, theimpacts (affects) of implementing theproposed general management plan andthe alternatives are analyzed. Laws andpolicies, and sometimes public input, alsoset parameters for what impact topics needto be analyzed. How ever, applicable topicscan and do vary for the various placesadministered by the National Park Service.For instance, the National Park Service isrequired to avoid, to the extent possible, theadverse impacts associated w ith thedestruction or modif ication of w etlands. At asite like the council house, w here there areno w etlands, this impact topic (impacts onwetlands) can be dismissed. In other w ords,to focus analysis of the potential impacts ofimplementing the alternatives, specif icimpact topics w ere selected for furtheranalysis and others w ere eliminated fromfurther evaluation. Relevant impact topicswere selected based on agency and publicconcerns, regulatory and planningrequirements, and know n resource issues.

Subsequent discussions of the environmentthat w ould be affected (in the “AffectedEnvironment” section) and the environ-mental impacts related to each alternative(in the “Environmental Consequences”section) focus primarily on these impacttopics. A brief rationale for the selection ofeach topic is given below , as well as the

rationale for dismissing specif ic topics fromfurther consideration.

IMPACT TOPICS SELECTEDFOR FURTHER ANALYSIS

Impact topics selected for further analysisare cultural resources, visitor use, socio-economic environment, and national historicsite administration and operations. Thesetopics are described in the subsequent“Affected Environment” section andanalyzed in the “EnvironmentalConsequences” section.

Cultural Resources

The preferred alternative and other alter-natives have the potential for effects, pri-marily beneficial, on cultural resources.These include effects on the historicstructures, furnishings, district, andlandscape and the archival collections.Alternatives 3 and 4 involve rehabilitat ion ordemolit ion of the carriage house, and theeffects of these actions w ill be analyzedfurther.

Visitor Use

The alternatives w ould directly affect visitorexperience and how visitors use the site.The impact topics affecting visitor use arethe amount of facility space, number of staff,amount of crowding, accessibility, andopportunity to learn the stories.

Socioeconomic Environment

The potential impact of the alternatives onthe socioeconomic environment is aconsideration requiring analysis for thisproject. Impact topics include the localeconomy and population, land use, andvisual quality, transportation and siteaccess, and environmental justice.


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Site Administration and Operations

The alternatives w ould directly affectadministration and operations of thenational historic site. Topics includeadequate space, staff parking, number ofstaff, and staff eff iciency.

IMPACT TOPICS ELIMINATEDFROM FURTHER EVALUATION

The impact topics eliminated from furtherevaluation are briefly discussed below andwill not be analyzed in detail in thisdocument. Most of these topics relate tonatural resources, because there are almostno natural resources at the site.

Air Quality

The 1970 Clean Air Act requires federalland managers to protect air quality, w hilethe NPS Management Policies address theneed to analyze air quality during siteplanning. The standards are levels of airquality necessary to protect public healthand prevent any degradation or harm to thetotal environment.

The entire Washington, D.C., metropolitanarea and adjacent counties in Virginia andMaryland are classif ied as nonattainment forthe ozone national ambient air qualitystandard. Ozone, a secondary pollutant, isformed w hen vehicular emissions (volatileorganic hydrocarbons and nitrogen oxides)combine w ith sunlight as a catalyst.Exceeding the standard generally occurs inthe summer and is regionw ide rather thanlocalized. The area is in compliance w ith allother standards for pollutants. The imple-mentation of any of the alternatives w ouldnot be expected to result in a suff icientamount of vehicular traff ic to raise the levelof ozone and further exceed the attainmentstandard. Any increases in vehicleemissions w ould have negligible effects onlocal air quality.

Removing the carriage house and con-structing a new building behind the councilhouse w ould potentially result in an increasein fugitive dust from soil exposure anddisturbance. How ever, this effect wouldoccur only during the construction periodand w ould be localized. Water or dustcontrol agents w ould be applied duringconstruction as necessary to control dust.No long-term impacts on air quality fromfacility operation w ould be anticipated.

Water Resources/Floodplains/Wetlands

There are no intermittent or perennialstreams w ithin or adjacent to the projectarea. The implementation of any of thealternatives w ould not be anticipated tonoticeably add to local w ater and waste-water treatment requirements. Therefore,impacts on the system’s capacity and thearea’s w ater quality w ould be negligible.

Executive Order 11988 (“Floodplain Man-agement”) requires an examination ofimpacts on f loodplains and of the potentialrisk involved in having facilities w ithin f lood-plains. According to the Federal EmergencyManagement Agency, the project area is notwithin either a 100-year or 500-year f lood-plain but is in a zone of “minimal f looding.”The nearest designated f loodplain isassociated w ith Rock Creek, w hich is morethan a mile northw est of the national historicsite and includes a 100-year f loodplain.

Executive Order 11990 requires federalagencies to avoid impacts on w etlandswhere possible. Wetlands are identif ied onthe U.S. Fish and Wildlife Service’s NationalWetland Inventory map for the WashingtonD.C./Maryland area. The map indicates thenearest delineated w etlands are primarilywithin the banks of Rock Creek, more thana mile northw est of the national historic site.There w ould be no impacts on f loodplains orwetlands anticipated from implementing anyof the alternatives.

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Soils

Under alternative 4, construction of abuilding in the courtyard area behind thecouncil house w ould disturb those soils.Those soils are in an urban, developed areaand have been previously disturbed. Bestmanagement practices for erosion controlwould be implemented during construction.

Vegetation and Wildlife

The National Environmental Policy Actrequires the impacts of federal actions oncomponents of affected ecosystems to beexamined. NPS policy is to protect theabundance and diversity of natural resour-ces. The project area is situated in a highlydeveloped urban setting that has beencleared of natural vegetation. Vegetationand w ildlife species in the area are thoseassociated w ith disturbed areas and humandevelopment in large metropolitan areas.Disturbance related to construction w ork inalternatives 3 or 4 w ould occur on less thanJ acre of previously disturbed ground andwould not affect natural w ildlife habitat.Therefore, no appreciable impacts onvegetation or w ildlife are expected.

Threatened or Endangered Species orSpecies of Special Concern

The Endangered Species Act requires anexamination of impacts of federal actions onfederally threatened or endangered species.The project area is comprised exclusively ofdisturbed habitats in an urban environment.The U.S. Fish and Wildlife Service w ascontacted in June 2000 to provide informa-tion about the potential occurrence ofspecies that are threatened, endangered, orof special concern in the D.C. vicinity.Except for occasional transient individuals,no federally listed threatened or endangeredspecies are know n to exist in the projectarea (see appendix B).

Hazardous Materials

A hazardous materials inventory (level 1)was conducted for the National ParkService in October 1992 to identify potentialhazards. The inventory included datacollection and record searches regardingpast and current land uses and materialshandling to identify potential sources ofhazardous materials. The surveydetermined there are no know n potentiallyhazardous materials sources at locationsnear the council house.

An onsite reconnaissance survey includedtesting tw o samples of insulation for asbes-tos. There w ere no asbestos-containingmater ials observed in the samples.

A survey of surfaces that may contain lead-based paints or solders w as conducted atthe council house and carriage house.Grained w ood surfaces on the f irst f loor andplaster surfaces were not tested becausemany of these surfaces are new since thefire in the 1960s or from rehabilitation w orkin the 1980s. Test results revealed leadpaint on historic w ood surfaces, trim, andwindows throughout the house, and w atersupply pipes contain lead solder. No leadpaint w as detected on the w indow jambs orsills on the southeast façade of the house orin the carriage house.

The surveyor recommended replacing w aterlines in the future and to use bottled w ater inthe interim. Lead paint found on surfaceswithin the house should not be a healththreat to employees. How ever, whenwindows on the front of the building arerepaired or trim w ork is stripped andrepainted, appropriate precautions shouldbe taken w hen performing the w ork toprotect the health of painters and off iceworkers.

The NPS Office of Lands, Resources, andPlanning personnel recommend furthertesting for asbestos and lead paint if


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rehabilitation or construction w ork isperformed at the site.

Because the building selected for additionalinterpretive and administrative space inalternative 2 is privately ow ned and has notbeen evaluated for hazardous materials,and because the buildings for additionalinterpretive and administrative space inalternatives 3 and 4 have not been selected,the potential for site-specif ic hazardousmater ials is unknow n. It is the policy of theDepartment of the Inter ior (Secretary’sOrder 3127) and the National Park Servicethat a determination of the presence orabsence of hazardous materials be madebefore real estate is acquired. Anyhazardous materials on a site must beremediated before the site is accepted foracquisition or lease. Written certif ication ofthe absence of hazardous materials w ould

be required. Consequently it can beassumed that there w ould not be suff icienthazardous materials at the site to pose athreat to the health of visitors or staff underany alternative.

ISSUES BEYOND THESCOPE OF THIS PLAN

Many ideas about the national historic site �from staff, the public, and the FederalAdvisory Commission � w ere generated asa result of the planning/scoping process andresponses to the newsletters. Some ofthese ideas are beyond the scope of thisgeneral plan. We w ill explore these ideasfurther as w e prepare more detailed plansand designs to implement this plan.

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RELATIONSHIP TO THE NEIGHBORHOOD, RELATED SITES,AND OTHER PLANNING EFFORTS

RELATIONSHIP TO NEIGHBORHOOD

At the time of construction, the neighbor-hood of the council house w as a fashion-able residential area. Today, the neighbor-hood of the council house is a mix ofresidences, commercial buildings, andpublic facilities. Some row houses and otherlarge single-family homes in the immediatevicinity have been converted to apartmentsor condominiums. Older structures arebeing rehabilitated, and vacant lots arebeing developed for new housing units.Small commercial enterprises, such asrestaurants, retail, and service businesses,are behind the council house. Mt. OlivetLutheran Church is a few structures away.Beyond the immediate neighborhood of thecouncil house, land use includes an upscalecommercial area w ith hotels, restaurants,and high-rise off ice buildings.

The council house has been on a historichouse tour conducted in the neighborhoodduring the holiday season. Themaintenance staff conducts an autumn leafpick-up for the residences on the block.

RELATED SITES IN WASHINGTON, D.C.

Logan Circle Historic District

The Mary McLeod Bethune Council HouseNational Historic Site is a contributingresource to the Logan Circle HistoricDistrict, listed on the National Register ofHistoric Places on June 30, 1972, becauseof its architectural signif icance.

The approximately eight-block Logan CircleHistoric District is a unique, virtually un-changed example of a prosperous, late-19th-

century residential neighborhood con-structed around a large open urban space.The focal point of the district is LoganCircle, an important element of the 1791-92L’Enfant Plan and Ellicott Plans for theFederal City. Impressive three- and four-story townhouses, closely grouped,surround the circle and some of the radialstreets. Nearly all w ere constructedbetw een 1875 and 1900 and present analmost solid street façade of Late Victorianand Richardsonian architecture.

One of the most signif icant distinctions ofthe Logan Circle Historic District is the w ayin w hich the buildings, individually and ingroups, occupy the irregularly shaped lotsand frontages created by the non-gridpattern of the streets. Despite variations ofstyle, detail, and individual excellence, it isthe unity of materials, scale, and periodcharacter that make this group of buildingsa distinct and signif icant historic district.

At f irst, the Logan Circle area w as afashionable residential area for prominentwhite businessmen and statesmen, but bythe mid-1890s the w ealthy w ere beginningto build their mansions further west towardDupont Circle. By the 1940s, the buildingsin the Logan Circle area w ere the homes ofprominent African American political,professional, and social f igures. With t ime,those residents moved elsew here, and theonce grand homes deteriorated. In recentyears, restoration and preservation effortshave revitalized the area.

Lincoln Park

A 12-foot bronze statue of Mary McLeodBethune, sculpted by Robert Berks and

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Washington, D.C., Black HistoryNational Recreation Trail

Dedicated during Black History Month,February 1988, the Washington, D.C., BlackHistory National Recreation Trail has beendesignated as part of the national trailssystem by the secretary of the interior. Thepurpose of the trail is to interpret the vitality,contributions, and progress of Washington’sAfrican American community for nearly 200years. Rather than follow ing a specif icroute, this trail directs visitors to magnetsites in historic neighborhoods that illustrateaspects of African American history fromslavery days to the New Deal. Sites on thetrail include the follow ing:

Mt. Zion Cemetery/Female Union BandCemetery, behind 2515-2531 Q Street,NW, Georgetow n

Metropolitan A.M.E. Church, 1518 MStreet, NW, dow ntown

Lincoln Park, East Capitol Streetbetw een 11th and 13th Streets, NE,Capitol Hill

Frederick Douglass National HistoricSite, 1411 W. Street, SE, Anacostia

How ard University, 2400 6th Street, NW,LeDroit Park

Mary McLeod Bethune Council HouseNational Historic Site, 1318 VermontAvenue, NW, Logan Circle

Carter G. Woodson Home (a designatednational historic landmark), 1538 NinthStreet, NW, dow ntown (not open to thepublic)

Also, Mary McLeod Bethune NationalHistoric Site is one of the sites on the self-guided Dupont-Kalorama Museum w alk.

RELATIONSHIP TO OTHER PLANNINGEFFORTS IN WASHINGTON, D.C.

Various plans for Washington, D.C., or forspecif ic aspects of the city are in progressor are already guiding the outcome of otherplanning initiat ives, including the alterna-tives considered in this document. Themajor elements of these plans, as theyrelate to this general management plan, arediscussed below . The alternatives in thisdocument are generally in concurrence w iththe goals and objectives of these plans.

The 1984 Comprehensive Plan for theNational Capital is comprised of a series ofelements, or policies, that have been adop-ted by the District of Columbia government,the Council of the District of Columbia, andthe National Captial Planning Commissionto guide the district’s long-term develop-ment. The plan includes both District ofColumbia elements (adopted by the D.C.government) and federal elements (adoptedby the National Capital Planning Commis-sion). The elements most relevant to thisgeneral management plan are listed below .

District of Columbia Elements

Economic DevelopmentSupport the enhancement of visitorservices in dow ntow n near the monu-mental core, including the traditionalforms of service and information onrecreation, hotels, restaurants,nightclubs, historic resources, andshopping facilities in dow ntown andother special areas of the district.

Preservation and Historic FeaturesEvery effort should be made to providefor continued, appropriate use of allhistoric properties.

Relationship to the Neighborhood, Related Sites, and Other Planning Efforts

25

Publicly ow ned historic landscapesand historic open spaces should beprotected from unrelated andunnecessary construction that w ouldadversely affect their integrity.

Federal Elements

General PoliciesAll major federal facilities in the regionshould have a master plan to guidetheir long-range development consist-ent w ith the Comprehensive Plan topromote effective use of federalproperty.

Federal Parking PoliciesParking at federal facilities for federalemployees and visitors should beprovided and managed at a level thatmaximizes the use of publictransportation and high-occupancyvehicles.

Visitors to the National CapitalPrepare and provide specializedinformation, learning aids, and tours forspecif ic groups visiting federalattractions, such as handicappedpersons, senior citizens, school-children, and foreign visitors toaccommodate their special needs.

Visitor Programs and Special EventsProgram festival, parades, concerts,performing and f ine arts presentations,and other seasonal events throughoutthe year. The Independence Daycelebration, Folklife Festival, militaryband concerts, Pageant of Peace, andCherry Blossom Parade are examplesof such special events programming.

Preservation and Historic FeaturesThe policies identif ied in the federalplan are identical to those outlined forthe District of Columbia element.

RELATED SITES OUTSIDEWASHINGTON, D.C.

Bethune-Cookman College

Founded by Bethune, the college is a his-torically African American, United MethodistChurch-related, liberal arts coeducationalinstitution in Daytona Beach, Florida. Thecollege archive in the school’s librarycontains the w orks and papers of Bethune.Bethune’s home, w hich was designated anational historic landmark in 1974, is on thecampus.

Schomburg Center forResearch in Black Culture

The research center, one of the researchlibraries associated w ith the New YorkPublic Library, houses art, artifacts,manuscript and archival collections, rarebooks, motion pictures, other audiovisualmater ials, and photographs relating toAfrican American culture in the UnitedStates and other parts of the w orld.

Schlesinger Library

On the Radclif fe College campus inCambridge, Massachusetts, the libraryholds letters, diaries, photographs, books,periodicals, oral histories, and audiovisualmater ials that document the history ofwomen, families, and organizations, primar-ily in the 19th and 20th centuries. Thesemater ials include information on AfricanAmerican w omen, families, andorganizations.

University of Texas

The Special Collections and ArchivesDepartment at the University of Texas, SanAntonio, has gathered signif icant collectionsrelating to w omen’s history through its

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Archives for Research on Women andGender Project.

Amistad Research Center

The center, on the Tulane Universitycampus in New Orleans, Louisiana, isamong the largest of the nation’srepositories specializing in the history ofAfrican Americans. Papers of AfricanAmericans and records of organizations andinstitutions of the African American

community make up about 90% of thecenter’s holdings.

Duke University

The Duke University Library in Durham,North Carolina, houses signif icant archivalcollections relating to the African Americanexperience in the Amer icas and other partsof the w orld.

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ALTERNATIVES, INCLUDING THE PREFERREDALTERNATIVE

29

INTRODUCTION

THE ALTERNATIVES

In this section a proposed future directionfor Mary McLeod Bethune Council HouseNational Historic Site (alternative 2, thepreferred alternative) is described alongwith three other alternatives. Before thealternatives w ere developed, information onsite resources, visitor use, and visitorpreferences was gathered and analyzed.Information w as solicited about the issuesand the scope of the project from the public,government agencies, and special interestgroups through new sletters, meetings, andpersonal contacts. Based on the site’spurpose and signif icance and publiccomments, the planning team identif ied theresource conditions desired and a range ofappropriate visitor experiences or oppor-tunities for the site. The development ofthree preliminary concepts (alternatives2�4) for the site's future w as the result.

Each of the three concepts w as intended tosupport the site's purpose and signif icance,address issues, avoid unacceptableresource impacts, respond to public w ishesand concerns, and meet the site's long-termgoals. An evaluation process, called"Choosing by Advantages," was used toevaluate and compare the alternatives andto develop a preliminary preferred alter-native. To assess both costs and impacts of

the proposed changes, necessary functions,and possible locations for those functionsare discussed.

Alternative 1, the no-action alternative,describes the continuation of currentmanagement and trends; it serves as abasis for comparing the other alternatives.Alternative 2 provides for management ofthe historic site emphasizing both its muse-um and archives functions to comprehen-sively interpret the life, contributions, andlegacy of Mary McLeod Bethune. Alternative3 commemorates the legacy of Bethune byestablishing the Bethune Center for HumanRights and using the council house as abase for stimulating social change.Alternative 4 commemorates the life andtimes of Bethune by managing the councilhouse as a traditional house museum.

ALTERNATIVES OR ACTIONSCONSIDERED BUT ELIMINATED FROMFURTHER STUDY

There w ere no alternatives considered buteliminated from further study. All theconcepts for the alternatives remainedunchanged. How ever, some of the specif icactions w ithin the alternatives changedduring the course of the planning process.

30

ALTERNATIVE 1: NO ACTION

OVERALL CONCEPT

Current operations, w ith limited space, staff,and budget, w ould continue at the site. Noadditional property w ould be acquired orleased. Visitor facilities w ould continue to beinadequate, and facilities w ould remaininaccessible to visitors and employees w ithmobility disabilities. The second-floor,single-toilet restroom w ould continue to beused for visitors, including those arriving ingroups. The limited administrative andvisitor orientation functions w ould remain inthe council house, and the archives w ouldremain in the carriage house. Although thearchival collections have been professional-ly stored and shelved, w ithout additionalfunding the building w ould not provide thephysical environment for professional cura-torial standards and w ould not have roomfor storage of the additional collectionsexpected.

Cooperative agreements w ith the BethuneMuseum and Archives, Inc. and the NationalCouncil of Negro Women w ould continue.

The interpretive program, w hich focuses onDr. Bethune, the council house, and theNational Council of Negro Women, w ouldcontinue to be less comprehensive than isdesired. Space for researchers and theirwork would continue to be inadequate. Thecouncil house w ould continue to be pre-served as funding permits and in responseto structural deterioration, w ithout a moreproactive preservation plan. See theAlternative 1 � No Action map.

To achieve desired future condition:

Seek funding to get archival storagespace up to standard w ith humiditycontrol and f ire protection.

Staff ing would continue as follows:

1 site manager2 site rangers

1 archivist1 maintenance w orker1 secretary

COUNCIL HOUSE

The council house w ould continue to pro-vide multiple functions as a visitor centerand administrative area. The visitor orienta-tion/video area and bookstore w ould remainin the house. Ranger-led and self-guidedtours w ould continue to be available. A mixof mostly permanent exhibits about thecouncil house, Bethune, and the NationalCouncil of Negro Women, and some tempo-rary exhibits relating to African Americanwomen’s history w ould continue to be pro-vided. Special programs, exhibits, andevents w ould continue. Offsite programswould continue w hen requested, w ithtraveling exhibits and staff visiting schoolsand community groups. Interpretive storieswould continue to focus on two themes:Bethune the person and Bethune thephilosopher. The house and visitorrestrooms w ould remain inaccessible tovisitors w ith mobility disabilities.

CARRIAGE HOUSE

The carriage house w ould remain thestorage space for the archival collectionswith space for research and archival staffoff ices. Due to the building’s structuralconsiderations, the rolling shelves w ouldremain on the f irst f loor. Off ices and thesmall reference area/work space wouldremain upstairs, continuing to be inacces-sible to visitors or staff with mobilitydisabilities.

NEW INTERPRETIV E, ADMINI-STRATIVE, OR ARCHIVAL SPACE

No new space would be leased or acquired.

32

ALTERNATIVE 2: DUAL EMPHASIS ON MUSEUM ANDARCHIV ES (PREFERRED ALTERNATIVE)

OVERALL CONCEPT

In this alternative the national historic sitewould place a dual emphasis on the councilhouse, w hich would be used as a museum,and on the archives. Both the museum andthe archives would be expanded and linkedby using the archival materials in changinginterpretive exhibits and programs. Theinterpretation w ould provide a broad andbalanced program and more in-depthtreatment of Dr. Bethune’s role as a publicf igure and organizer. Dr. Bethune’s vision ofan expansive archival collection of AfricanAmerican w omen’s history would beachieved. The archives w ould become asignif icant, state-of-the art research insti-tution and a modern repository that meetscurrent professional archival managementstandards. Archival research w ould beconcentrated onsite. Research capabilitiesand services would be improved through theuse of advanced technology. Archivalcollections and processing w ould also beonsite. When necessary, archival collectionswould be moved to the Museum ResourceCenter for preservation and storage.

Partnerships w ould be sought to provideassistance with archival acquisition,preservation, and research. Additionalpartnerships w ith both NPS and non-NPSgroups should be sought to link w ith otherrelated sites. NPS staff would w ork w ith theDistrict of Columbia to add the site on local(e.g., bus and shuttle) transportation routesand improve directional signs to the site.

Additional acquired property for off ices andvisitor orientation and an increase in staffwould be a necessity for implementing thisalternative (see Alternative 2 – DualEmphasis map).


Improve visitor experience.• Provide adequate space for orienting

groups.• Increase number and scope of exhibits.• Create changing exhibits.• Provide accessibility.• Work w ith local businesses and

organizations to provide a sharedparking area; include parking areainformation on the site’s Web site.

• Provide mult imedia and educationalresources to both expand the visitorexperience (across the globe) andprovide additional access to a physicallylimited space, possibly through theWorld Wide Web, compact discs, DVDs,and onsite terminals.

Upgrade archival facility and services.• Improve new archival collection area to

meet archival standards.• Provide space for grow th of collections.• Upgrade w ays for people to learn about

the collections, and develop new toolsfor disseminating information on theholdings, including computer systemsand enhanced and interactive Internetaccess.

• Provide more space for researchers andstaff.

Enhance educational and interpretiveoutreach programs (scholars, schools,teachers, and community groups).• Make educational programs broad in

scope but comprehensive.• Use furnishings from the Bethune era as

permanent exhibits in the council house.• Focus future archival acquisitions on

Mary McLeod Bethune, civil rights, theNational Council of Negro Women, theNational Association of Colored Women,and other signif icant African Americanwomen and organizations associatedwith the Bethune era.

ALTERNATIVES, INCLUDING THE PREFERRED ACTION

34

• Include educational programs andelectronic media in interpretiveprograms.

• Provide state of the art outreach andvirtual programs for a broad range of thepublic.

• Ensure that oral histories are done.• Increase staff to 13 to accommodate

expanded visitor, educational, andarchival services. Additional staffmembers w ould be as follows:

1 assistant site manager1 site ranger1 visitor use assistant1 museum educator/curator1 archivist1 archival technician1 maintenance w orker

Know ledge of African American w omen’shistory and w eb/educational technologyskills w ould be a part of the additional staffskills that the Park Service w ould beseeking.

The proposed desired future conditionswould require additional space. Where andhow much space is required w ould haveimpacts on the visitor experience,resources, and operational eff iciency of thenational historic site.

COUNCIL HOUSE

Functions w ithin the council house w ould besimplif ied to eliminate conflicts betw eenadministrative tasks and visitor experiences.Administrative off ices, except for thoserequired by interpretive rangers on site,would be moved out of the council house.Orientation, the video/lecture area,restrooms, and bookstore w ould be movedto a new location adjacent to the councilhouse. The council house w ould be used forinterpretation, and interpretation w ould beprovided via ranger-guided tours and self-guided exhibits. Exhibits w ould include abalance betw een permanent and changing

mater ial, w ith new material coming from thearchival collections. Stories presented in theexhibits w ould be broad and comprehen-sive, relating to all four interpretive themes(Bethune the person, Bethune the activist,Bethune the philosopher, and Bethune, thelegacy) as well as the contributions andaccomplishments of Dr. Bethune and herlife and times. The exhibit areas w ouldfeature mult imedia and interactive venues.

CARRIAGE HOUSE

The carriage house w ould be renovated andadaptively reused. The house w ould remainthe administrative center and researchers’point of contact for the National Archives forBlack Women’s History. A research roomwould be located in the house, providing astate-of-the-art area for visiting researchers.Space w ould also be provided for theexpanded archival staff. Select archivalcollections and collections frequentlyaccessed w ould be in the carriage house.Three parking spaces w ould be available inthe alley for administrative use.


New space is proposed to be acquired bythe purchase and rehabilitation of theadjacent row house. The new space wouldaccommodate orientation, bookstore,accessible restrooms, and administrativeoff ices. Access for mobility disabled visitorswould be provided through a front entrance.An elevator w ould be added to provideaccess to all three visitor f loors of thecouncil house and administrative functionsin the new space. Access betw een thebuildings w ould be required. The NationalPark Service w ould seek congressionalapproval to expand the boundary.

If purchase and rehabilitation of theadjacent property is not feasible, thenpurchase and rehabilitat ion of a nearby

Alternative 2: Dual Emphasis on Museum andArchives (Preferred Alternative)

35

property would be considered andprogrammatic interpretation w ould beprovided.

Interpretive methods w ould be used to bothexpand the visitor experience and preservethe cultural resources. This new spacewould include mult imedia and educationalresources and help provide additionalaccess to a physically limited space.

Delivery could be over the World Wide Web,through compact disks, DVDs, or othermedia, and at onsite terminals.

Archival processing would be onsite. Thecollections w ould also be onsite as spaceallow s. When necessary, the collectionswould be moved to the Museum ResourceCenter, an existing state-of-the-art storagefacility.

36

ALTERNATIVE 3: EMPHASIS ON ACTIVITIES AND PROGRAMS

OVERALL CONCEPT

The national historic site w ould commem-orate Mary McLeod Bethune through theestablishment of the Bethune Center forHuman Rights. The center w ould continueDr. Bethune’s legacy by using the councilhouse as a base for stimulating socialchange. While retaining the archivalresources, interpretation of AfricanAmerican w omen’s history, and the houseas a museum, the site w ould provide theplace for community and activist groups tomeet and engage in activit ies, w orkshops,and programs. Interpretive themes w ouldemphasize Bethune, the legacy. Groupsusing the facilities w ould include those w ithwhom Dr. Bethune and the National Councilof Negro Women w orked, as w ell as otherorganizations that w ould encourage socialchange in accord w ith Dr. Bethune’s ideals.Lectures and receptions for educational andactivist groups would take place, w ithemphasis on literacy and voices of the civilrights and human rights movement.

The center w ould seek partnerships w itheducational and social action groups tosponsor exhibits and educate people of allages regarding Dr. Bethune’s activities onbehalf of interracial cooperation and socialjustice. Archival collections also w ouldemphasize materials related to social justiceand human rights.

Leased or acquired property (seeAlternative 3 � Emphasis on Activities andPrograms map) and an increase in staffwould be a necessity for implementing thisalternative.


• Provide meeting space for large andsmall groups.

• Increase the number of exhibits andprovide proportionally more changingexhibits.

• Direct future archival acquisitions toinclude materials relating to civil rights,human rights, and activism.

• Greatly expand outreach programs toschools, community groups, andteachers.

• Sponsor lectures, w orkshops,conferences, and receptions on subjectsof or for promoting social change,human rights, and activism.

• Provide space for the grow th of thearchival collections.

• Increase staff up to 14 and orientdisciplines tow ard organizational andcoordination needs. Addit ional staffmembers w ould be as follows:

1 assistant site manager2 site rangers1 visitor use assistant1 education specialist1 program coordinator1 secretary1 maintenance w orker

COUNCIL HOUSE

In alternative 3, the council house w ouldfunction as a place for interpretation and, asit w as historically, for meetings. There w ouldcontinue to be self-guided tours in thehouse, and offsite interpretation, includingtraveling exhibits, w ould be expanded.Ranger-led tours w ould be less thancurrently available. Galler ies in the councilhouse w ould contain both permanent andsemipermanent exhibits, but the emphasiswould be on changing exhibits that w ouldfocus on current issues. Exhibit topics w ouldinclude Dr. Bethune and civil r ights, postBethune civil r ights, activism, the civil rightsmovement and the reasons for it, andpassing on Dr. Bethune’s goals and ideals.

ALTERNATIVES, INCLUDING THE PREFERRED ACTION

38

A curriculum for grades K-12 w ould bedeveloped. Offsite interpretation couldinclude an interactive Web site or chatroom. Interpretation and off ice functionswould be divided betw een the council houseand an additional new space.

CARRIAGE HOUSE

The carriage house w ould be renovated andexpanded to include the archival collections,archival staff off ices, and research space.The space for storage would be increasedand brought up to modern professionalarchival standards. Some space for onsiteresearchers would be provided, but moreservice would be provided and enhancedthrough technological improvements.


Orientation space for visitors, administrativeoff ices, and the primary space for

meeting rooms and w orkshops for groupswould be provided in new leased orpurchased space near the council house(see Alternative 3 � Emphasis on Activitiesand Programs map). This space w ould bethe primary contact point for visitors. Afterorientation, visitors w ould be encouraged tovisit the council house. Interpretive storieswould focus on three themes: Bethune theperson, Bethune the activist, and Bethunethe legacy. The stories w ould be toldthrough media, such as videos and exhibits,and interpreters. The space w ould accom-modate mobility impaired visitors w ithprogrammatic interpretation and accessiblerestrooms. An expanded administrative staffwould also be in this location. Exact locationand lease or acquisition w ould be deter-mined in future studies based on cost andavailability. If space were purchased, theNational Park Service w ould seek congres-sional approval to expand the boundary.

If space is leased nearby, parking spacemight be available for visitors.

39

ALTERNATIVE 4: EMPHASIS ON MUSEUM OPERATIONS

OVERALL CONCEPT

The national historic site w ould commemo-rate the life and times of Mary McLeodBethune by managing the council house asa traditional NPS historic museum. NPSstaff would provide in-depth interpretation ofDr. Bethune and her contributions, andexhibits in the house w ould include historicand period furnishings from the years w henshe used the house as the headquarters forthe National Council of Negro Women. Mostof these exhibits w ould be permanent, w ithsome changing exhibits. The emphasis ofthe archival collections w ould be to illustratethe highlights of her life and activities aswell as the era in w hich she lived and thecontemporaries w ith w hom she w orked.

Partnerships w ould be developed w ithorganizations that focus on her legacy, life,and contributions to assist w ith furnishingsand interpretive activities.

Offsite space for the archival collectionswould be a necessity for implementing thisalternative (see Alternative 4 � Emphasis onMuseum map).

To achieve desired future condition:• Improve visitor experience

♦ Increase number of exhibits.♦ Provide in-depth interpretive focus on

Mary McLeod Bethune and her rolein civil rights and African Americanwomen’s history.

♦ Expand collection of furnishings thatwere common in the Bethune t imesand artifacts pertaining to life andtimes of Dr. Bethune.

• Focus future archival acquisitions on thelife, times, and contemporaries of Dr.Bethune.

• Provide space offsite for the archivalcollections.

• Increase staff by 1 (to a total of seven)to help accommodate ranger-led tours.Additional staff member w ould be asfollow s:

1 ranger/visitor use assistant

COUNCIL HOUSE

The council house w ould function primarilyas a museum, w ith expanded exhibit spaceand an orientation area for visitors. Self-guided and ranger-led tours w ould be avail-able along w ith offsite programs. Exhibits inthe house w ould be permanent and w ouldinclude historic furnishings from the periodwhen Mary McLeod Bethune lived there.There w ould be traditional interpretiveexhibits and media along w ith some archivalmater ials and electronic exhibits. Althoughthe focus would be on permanent exhibits,some changing and traveling exhibits w ouldbe provided. Educational programs w ouldfocus on the life contributions and legacy ofBethune. Stories w ould emphasize Bethunethe person, Bethune the philosopher, andBethune the activist. An elevator w ould beadded to the back of the house, if necessarydepending on the design of the newcarriage house, to provide accessibility.

CARRIAGE HOUSE

The carriage house w ould be demolishedpursuant to consultation w ith the StateHistoric Preservation Office under Section106 of the National Historic PreservationAct, and a new accessible building w ould beconstructed behind the council house tohouse the bookstore, visitor restrooms, andadministrative off ices.

Alternative 4: Emphasis on Museum Operations

41

In the footprint of the current carriagehouse, there w ould be room for about tw ohandicap-accessible parking spaces.Depending on later design plans, theremight be an elevator in the carriage house.


Space to accommodate the present-dayarchival collections w ould be leased at an

established facility that is adequatelyequipped to protect the collections.Additional space w ould be procured as thecollections increased. The space w ouldmeet archival standards and w ould bemanaged by contracted professionals.Researchers would access the archivalcollections at this offsite location. Somearchives would remain on exhibit in thecouncil house.

42

COMPARATIVE COSTS OF GENERAL MANAGEM ENT PLAN ALTERNATIV ES

General management plans provide aframew ork for proactive decision making,including decisions on visitor use, naturaland cultural resource management, and sitedevelopment. The management planprescribes resource conditions and visitorexperiences that are to be achieved andmaintained over time, and site developmentis considered in general needs rather thanspecif ics. For the purposes of cost estima-ting, general assumptions are made regard-ing amounts and sizes of development.These assumptions are then carried acrossto all alternatives so that comparable costscan be considered for each alternative.Costs are analyzed for both initial develop-ment costs and life-cycle costs. Initialdevelopment costs are costs associatedwith construction and rehabilitat ion. Life-cycle costs include signif icant costs of thealternative over time, such as staff ing andoperating costs.

Costs in this document are not intended toreplace more detailed consideration ofneeds, sizes, and amount of future develop-ment. They should not be used as a basisfor money requests; further analysis mustbe completed f irst.

Preliminary development costs for thenational historic site range from $666,000 to$2,379,120. Increased visitor services andprotection of the resources align closely w iththe costs.

All alternatives propose new interpretiveexhibits. Alternative 1 continues currentstaff ing limitations, accessibility problems,researcher access problems, andadministrative congestion.

Alternative 2, the preferred alternative,proposes the purchase and rehabilitat ion ofan adjacent (or nearby) row house toprovide space for orientation, restrooms,and off ices. It w ould also provide for

accessible access to the front of the pur-chased house. Moving visitor services to anadjacent building w ould provide additionalvisitor service while slightly decreasing theimpacts of visitors on the historic structure.In addit ion, the proposed changes to thearchives would expand the audience thatcould be reached via electronic media.Administrative functions would be eff icientand close to but separate from the visitorareas.

Alternative 3 proposes the purchase orlease of additional nearby space for off ices,meetings, and orientation and w oulddecrease ranger-guided tours and increaseself-guided tours of the council house. Thisalternative also proposes the expansion ofthe carriage house. Alternative 3 proposesincreased services to a narrower audience −those people w ho would be attending semi-nars and w orkshops. It shifts orientation andvisitation to the new space. This coulddecrease visitation to the council house andthus decrease impacts on the historichouse. How ever, this alternative w ould alsoincrease the number of people reachedthrough outreach programs.

Alternative 4 proposes building a largerstructure to replace the carriage house andmoving the archives offsite to a leasedspace, providing needed space for rest-rooms and bookstore. Thus, implementationof alternative 4 w ould increase exhibit spaceand provide space for new exhibits.Handicap access would be providedthrough a back entrance.

Costs and items considered are given inmore detail in appendix C.

Differences in total life-cycle costs are muchgreater than the initial development costs,ranging from $4.3 million in alternative 1 toa high of $11.1 million in alternative 3. Onemajor and tw o minor factors account for the

Comparative Costs of General Management Plan Alternatives

43

differences in life-cycle costs. The majordifference is staff ing. For the purposes ofthis comparison, an average salary of$53,000 is assumed. Alternative 1 retainscurrent staff levels, therefore limitinginterpretation and visitor services that canbe provided. Alternatives 2 and 3 proposeincreasing visitor services � alternative 2increases onsite interpretation, Internetaccess, and outreach programs, w hilealternative 3 increases outreach andprovides w orkshops and seminars to thosewith more time and interest. Alternative 4increases staff numbers by one. Thestaff ing accounted for $8.0 and $8.6 million

dollars of the life-cycle costs of alternatives2 and 3.

The minor factors contributing to life-cyclecosts were replacement costs for newsquare footage added and leasing costs.Maintenance on the existing house isassumed to be consistent for all alterna-tives. Replacement costs in alternatives 2and 3 are estimated to be $359,000 and$309,000, respectively. Lease costs inpresent w orth for alternative 4 are estimatedto be $257,000 over a 25-year period.

Comparative costs of the four alternativesare summarized in the follow ing chart:

TABLE 1. SUMMARY OF COMPARATIVE COSTS

Alternativ e 1

Alternativ e 2Preferred

alternative Alternativ e 3 Alternativ e 4Initial DevelopmentCosts $666,000 $2,379,000 $2,125,000 $1,522,000Total Life-CycleCosts (PresentWorth)

$4,372,000 $10,768,000 $11,081,000 $6,102,000

44

ENVIRONM ENTALLY PREFERRED ALTERNATIVE

This table show s how each alternativewould or w ould not achieve the require-ments of sections 101 and 102(1) of theNational Environmental Policy Act and otherenvironmental laws and policies. In the ParkService, this requirement is met by (1)disclosing how each alternative meets thecriteria set forth in section 101(b), which arelisted in table 2 below , and by (2) presentingany inconsistencies betw een the alterna-tives analyzed and other environmentallaws and policies (Director’s Order 12,2.7.E). According to section 101, thisalternative w ould cause the least damage to

the biological and physical environment,and best protect, preserve, and enhancehistoric, cultural, and natural resources. Itwould also “create and maintain conditionsunder w hich man and nature can exist inproductive harmony, and fulf ill the social,economic, and other requirements ofpresent and future generations ofAmericans.” Although all alternatives in thisplan rated w ell, not surprising becauseelements that w ere not environmentallysound w ere eliminated from consideration,the preferred alternative best met thecriteria of section 101(b).

TABLE 2. ENVIRONMENTALLY PREFERRED ALTERNATIVE ANALYSIS

Alternativ e

Criteria

No A

ctio

n1

Pref

erre

d 2

Alte

rnat

ive

3

Alte

rnat

ive

4

Fulfill the responsibilities of each generation as trustee of the environmentfor succeeding generations. NA NA NA NA

Ensure safe, healthful, productive, and esthetically and culturally pleasingsurroundings for all Americans. L H M H

Attain the widest range of beneficial uses of the environment withoutdegradation, risk of health or safety, or other undesirable and unintendedconsequences.

L H H M

Preserve important historic, cultural, and natural aspects of our nationalheritage and maintain, wherever possible, an environment that supportsdiversity and a variety of individual choices.

M H H M

Achieve a balance between population and resource use that will permithigh standards of living and a wide sharing of life’s amenities. M H M M

Enhance the quality of renewable resources and approach the maximumattainable recycling of depletable resources. NA NA NA NA

Total Points (assuming 2 points for a H (high) and 1 point for M(moderate)), No points for L. 2 10 6 5

Environmentally Preferred Alternative

45

The f irst and last criteria for theenvironmentally preferred alternative havenegligible application to this small, tw o-building historic site in an urbanenvironment. The no-action alternativescored low on providing healthful,productive, and pleasing surroundings for allAmericans and providing a w ide range ofbeneficial uses. The preferred alternativescored consistently high by providinghealthful, productive, and pleasingsurroundings for all Americans, providingthe w idest range of beneficial uses,preserving the resources of our nationalheritage, and achieving a balance betw een

population and resource use. Alternatives 3and 4 scored low er in general because bothof these alternatives focus on specif icaudiences or interpretive areas. The no-action alternative preserves most of theimportant historic cultural and naturalaspects, but leaves the archive collectionsvulnerable to future problems. Alternative 4demolishes a building that is considered tobe eligible for listing on the NationalRegister of Historic places but is not relatedto the signif icance of the site. Therefore thepreferred alternative w as also chosen as theenvironmentally preferred alternative.

46

TABLE 3. SUMMARY OF ALTERNATIVE ACTION S

ALTERNATIVE 1 � NOACTION

ALTERNATIVE 2 � DUALEMPHASIS ON MUSEUMAND ARCHIVES �PREFERRED ALTERNATIVE

ALTERNATIVE 3 �EMPHASIS ON ACTIVITIESAND PROGRAMS

ALTERNATIVE 4 �EMPHASIZE MUSEUMOPERATIONS

Overall Concept Continue current operations, withlimited space, staff, and budget.

Place dual emphasis on thecouncil house, which would beused as a museum, and on thearchiv es; expand and link the twoby using the archival materials inchanging interpretiv e exhibitsand programs. Provide a broadand balanced interpretiveprogram. Provide more in-depthinterpretation. Achiev e Dr.Bethune’s vision of an expansivearchiv al collection of AfricanAmerican women’s history.Acquire additional property foroffices and v isitor orientation.

Commemorate the site throughthe establishment of the BethuneCenter for Human Rights. Usecouncil house as a base f orstimulating social change.Prov ide a place for groups tomeet and engage in activ ities,workshops, and programs.Emphasize materials related tosocial justice and human rights inthe archival collections. Acquireor lease additional property f oroffices and v isitor orientation.

Use council house as atraditional NPS museum thatcommemorates the life and timesof Dr. Bethune. Prov ide in-depthinterpretation of Dr. Bethune andher contributions. Include historicand period f urnishings in theexhibits. Use archival collectionsto illustrate the highlights of herlif e and activities, the era inwhich she lived, and hercontemporaries. Lease offsiteproperty for archiv al collections.

Council House Continue use as a v isitor centerand administrative offices.Continue tours. Continue mix ofmostly permanent exhibits aboutthe council house, Bethune, theNational Council of NegroWomen, and temporary exhibitsrelating to Af rican Americanwomen’s history. Continuespecial programs, exhibits, andev ents as well as offsiteprograms. Continue to focusinterpretiv e themes on Bethunethe person and Bethune thephilosopher. House andrestrooms would remaininaccessible to visitors withmobility disabilities.

Use council house f orinterpretation, which would beprov ided v ia ranger-guided toursand self -guided exhibits. Balanceexhibits between permanent andchanging material, with newmaterial coming f rom the archiv alcollections. Present broad andcomprehensive stories, relatingto Bethune the person, activist,and philosopher and her legacyas well as her accomplishmentsand contributions.

Use council house f orinterpretation and, as it washistorically, f or meetings. Providepermanent and semipermanentexhibits, but emphasize changingexhibits that focus on currentissues. Emphasize theinterpretiv e theme of Bethune,the legacy.

Continue to provide self -guidedtours. Decrease ranger -ledtours.

Expand offsite interpretation,including traveling exhibits.

Use house as a museum, withexpanded exhibit space and anorientation area f or visitors.Provide ranger-led and self-guidingtours as well as offsite programs.Display traditional interpretiveexhibits and media along withsome archival materials andelectronic exhibits. Focus onpermanent exhibits with sometraveling exhibits. Focuseducational programs on the lifecontributions and legacy of Dr.Bethune. Emphasize interpretivethemes of Bethune the person,Bethune the philosopher, andBethune the activ ist. Add elevatorto the back of the house ifnecessary to provide access forvisitors with disabilities.


47

ALTERNATIVE 1 � NOACTION

ALTERNATIVE 2 � DUALEMPHASIS ON MUSEUMAND ARCHIVES �PREFERRED ALTERNATIVE

ALTERNATIVE 3 �EMPHASIS ON ACTIVITIESAND PROGRAMS

ALTERNATIVE 4 �EMPHASIZE MUSEUMOPERATIONS

Carriage House Continue use as the storage spacefor the archival collections, archivalstaff offices, and research. Seekfunding for the installation of a firesprinkler system, vapor barrier, andinsulation.

Renovate house and use as anadministrative center andresearchers’ point of contact for theNational Archives for BlackWomen’s History. Provide state-of-the-art area for researchers.Accommodate some processing ofarchival collections. Provide somespace for expanded archival staffand storing select/ f requentlyaccessed collections, or collectionsbeing processed.

Renovate and expand carriagehouse to include the archivalcollections, archival staff offices,and research space. Bring spacefor collections to archivalstandards. Provide enhancedtechnologies for archival access.Emphasize materials related tosocial justice, civil rights, humanrights, and activism.

Tear down carriage house andreplace with new building thatwould house bookstore, visitorrestrooms, and administrativeoffices. Possibly include anelevator.

New Interpretive,Administration,or ArchivalSpace

None. Acquire new space adjacent to thecouncil house for orientation,videos, lectures, museum shop/bookstore, office space, andaccessible restrooms. Provideaccess for mobility disabledthrough a front entrance. Addelevator to provide access to allthree floors of council house andadministrative functions in the newspace. Provide access betweenbuildings.

Mov e archival collections to theMuseum Resource Center asnecessary for space.

Provide orientation space, ad-ministrative offices, and primaryspace for meeting rooms andworkshops in new acquired orleased space near the councilhouse. Make this the primarycontact point for visitors. Focusinterpretive stories on Bethune theperson, Bethune the activist, andBethune the legacy. Tell storiesthrough media and interpreters.Provide access and programmaticinterpretation for visitors withmobility disabilities. Provide spacefor expanded administrative staff.Archival space is described aboveunder the carriage house.

Lease offsite space that wouldmeet archival standards toaccommodate the current archivalcollections. Contract with others tomanage the collections.

Partnerships Continue cooperative agreementswith Bethune Museum andArchives and the National Councilof Negro Women.

Seek partnerships to provideassistance with archivalacquisition, preservation, andresearch.

Seek partnerships with educationaland social action groups tosponsor exhibits and educatepeople regarding Dr. Bethune’sactivities on behalf of interracialcooperation and social justice.

Develop partnerships withorganizations that f ocus on Dr.Bethune’s legacy, life, andcontributions to assist withfurnishings and interpretiveactivities.

BoundaryChange

Seek approval to expand theboundary.

If space is purchased, seekapproval to expand the boundary.

Staffing Continue current staff of six. Hire seven more staff members. Hire eight more staff members. Hire one more staff member.

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TABLE 4. SUMMARY COMPARISON OF IMPACTS OF IMPLEMENTING THE ALTERNATIVES

IMPACTS OF ALTERNATIVE 1 IMPACTS OF ALTERNATIVE 2 IMPACTS OF ALTERNATIVE 3 IMPACTS OF ALTERNATIVE 4Impacts onCulturalResources

The continuation of the currentarchival management program inthe carriage house would havemoderate to major long-termadverse impacts on the expansion,preservation, and use of thearchival collections � unlessadditional funds become availableto upgrade the facility to archivalstandards.

Ongoing rehab and maintenanceefforts would have minor long-termbeneficial impacts on the struc-tures, landscape, and historicfurnishings/artifacts at the nationalhistoric site, resulting in a limiteddegree of cultural resourcepreservation.

Implementing this alternative wouldbe expected to have minor long-term adverse impacts on historicproperties (due to adding doorwaysin the council house and anelevator and doorways in theadjacent property ). However,implementing this alternative wouldprovide long-term major benefits forpreserving and protecting culturalresources, including the site’sstructures, landscape, historicfurnishings/artifacts, and archivalcollections. The council house’sdocumented architectural valuesthat contribute to its listing on theNational Register of Historic Placeswould be preserved.

Systematic resource managementapproaches, improved culturalresource preservation/maintenanceprograms, and renovated facilitieswould provide long-term beneficialimpacts. NPS staff would be in abetter position to proactivelymanage and protect the culturalresources than under the no-actionalternative.

Implementing this alternative wouldbe expected to have no adverseeffects on the council house andwould provide long-term majorbenefits for its preservation andprotection. By using historicfurnishings and artifacts in travelingexhibits and outreach programs,their display in the council housewould be minimized, thus removingsome objects f rom their historiccontext and negatively affectingtheir onsite interpretive value.

Systematic resource managementapproaches, improved culturalresource preservation/maintenanceprograms, and renovated facilitieswould provide beneficial effects.

Enlarging and developing thecarriage house to meet modernprofessional archival standardswould provide additional spaceonsite for expanding, processing,researching, managing, andprotecting the archival collections.However, enlarging the carriagehouse could have a major long-term adverse effect on the structurebecause its architectural valuescould be lost.

Implementing alternative 4 wouldprovide long-term moderate tomajor benefits for preserving andprotecting the council house,archival collections, historicfurnishings/artifacts, and landscapeat the national historic site.

Installing an elevator at the rear ofthe council house would result insome long-term adverse impactson the structure, but the building’sdocumented architectural values,would not be affected. Thedemolition of the carriage houseand its replacement with a modernstructure would constitute a majorlong-term adverse effect.

Systematic resource managementapproaches, improved culturalresource preservation/maintenanceprograms, and renovated facilitieswould provide positive beneficialeffects.

The National Park Service’s abilityto proactively manage preservationprograms for these culturalresources would be enhanced.


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IMPACTS OF ALTERNATIVE 1 IMPACTS OF ALTERNATIVE 2 IMPACTS OF ALTERNATIVE 3 IMPACTS OF ALTERNATIVE 4Impacts onVisitorUse/Experience

Orientation and education wouldremain less comprehensive thandesired. Crowding would continuewhen one or more large toursarrive. Outreach programs wouldnot be enhanced. The physicallimitations of the house (lack ofspace for orientation, a single toilet,and lack of access for visitors withmobility disabilities) and limitedstaff numbers would continue toresult in long-term moderate tomajor adverse impacts on thequality of the visitor experience.

Increased space would decreasecrowding, allow the provision ofaccessible restroom facilities, andaccommodate visitors with mobilitydisabilities; it would also provide anorientation area f or groups, morespace for staff, and more space f orexhibits � allowing a more compre-hensive interpretation of Dr.Bethune’s accomplishments. Alarger staff would be able to contactmore people throughout thecommunity and to create a newinterpretive program and exhibits.

Research efforts would beexpedited, and opportunities forinf ormation would be greatlyenhanced (onsite and over theInternet) with more staff andimproved technology. There wouldbe long-term moderate benef icialimpacts on the quality of the visitorexperience.

Increased space would provide anorientation area f or groups (andaccessible restrooms), more spacefor exhibits, space for more staff,and space for group meetings andactivist/community programs �allowing a broad interpretation ofDr. Bethune’s accomplishments,focusing on her role as an activ ist.The new space would be physicallyseparate f rom the council house,requiring programmatic interpreta-tion. If space is leased in a nearbyoffice, parking for visitors might beav ailable. Added space andincreased staff would havemoderate long-term benef icialimpacts on the quality of the visitorexperience.

Visitors would have a “traditional”experience. More space fororientation, exhibits, and restroomswould reduce crowding and permita comprehensive interpretation ofDr. Bethune’s life and accomplish-ments. There would be fewerintrusions into the visitor experi-ence by administrative activities − along-term moderate benef icialimpact.

An elevator at the back of thehouse and/or the new buildingwould have major long-termbeneficial impacts on visitors withmobility disabilities. An increase ofone staff member would slightlyexpand the extent of outreachprograms and the number of toursconducted. Overall, there would belong-term minor beneficial impactson the quality of the visitorexperience.

Impacts on theSocioeconomicEnvironment

Because current site operationswould continue, there would benegligible changes to the socioeco-nomic env ironment.

Rehabilitation of the carriage housewould have minor short-termbeneficial impacts on the localeconomy (from employmentopportunities and material sales).Rehabilitation would also increasenoise and possibly create trafficdelays during construction − mostlyminor inconveniences in theneighborhood. Occupants of theadjacent residence would requirerelocation, creating a minor tomajor adverse impact on thoseoccupants. There could bebeneficial impacts on theappearance of the neighborhoodproperties.

Rehabilitation and expansion of thecarriage house would have minorshort-term beneficial impacts onthe local economy (fromemployment opportunities andmaterial sales). Rehabilitation andexpansion would also increasenoise and possibly create trafficdelays during construction � mostlyminor inconveniences in theneighborhood. Occupants of anearby residence or businesswould require relocation, creating aminor to major and short- to long-term adverse impacts on thoseoccupants. There could bebeneficial impacts on theappearance of the neighborhoodproperties.

Removing the carriage house andbuilding a new structure in its placewould have minor short-termbenefits on the local economy(f rom employment opportunitiesand material sales). Thisconstruction would also increasenoise and maybe create trafficdelays during construction � mostlyminor inconveniences in the neigh-borhood. Such construction wouldhave long-term minor adversevisual impacts by eliminating thepatio. Leasing an establishedfacility for storing the archivalcollections would have negligibleimpacts on the socioeconomicenv ironment.

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IMPACTS OF ALTERNATIVE 1 IMPACTS OF ALTERNATIVE 2 IMPACTS OF ALTERNATIVE 3 IMPACTS OF ALTERNATIVE 4Impacts on SiteAdministrationand Operations

Implementing alternative 1 wouldhave moderate long-term adverseimpacts on site administration andoperations. Conflicts resulting fromincongruent uses and lack of spacewould continue. The lack ofaccessible access to the counciland carriage houses wouldcontinue to limit access by mobilityimpaired employees and visitors.This v iolates NPS policies.

The museum/council house andarchives would receive major long-term benef its f rom implementingthis alternative. Both would expandinto much needed space. Orientinglarge groups in another structurewould help decrease the level ofwear and tear and maintenance forthe council house. Staff would havemore space, which would be freefrom unavoidable visitor-related(tour) noise and disturbances.Three parking spaces would beav ailable in the alley for staff use.

Because a new building would beacquired, maintenance and utilitycosts would presumably double.Increased salary costs for sevenadditional employees would be amajor long-term adverse impact onthe site’s budget but would beoffset by the long-term gain forvisitors from the additional servicesthat would be provided.

Providing additional space for thearchives and site administrativefunctions, and providing a newfunction (programs and meetings),as well as space for that functionwould have moderate long-termbeneficial impacts on siteoperations. Site operations wouldhave the necessary space tofunction effectively. If space isleased in a nearby office, parkingfor staff might be available.

However, separating the staff intothree locations would be a minorlong-term adverse impact on siteoperations requiring more effort forcommunication.

Because a new building would beacquired and the carriage housewould be replaced with a largerstructure, maintenance and utilitycosts would increase. The newprograms � workshops andseminars � would also increasemaintenance and utility costs.

Increased salary costs for eightadditional employees would be along-term impact on the site’sbudget but would be offset by thelong-term gain for visitors from theadditional services that would beprovided.

The implementation of alternative 4would have minor to moderatelong-term beneficial impacts on siteoperations by providing additionalspace for offices, the bookstore,and restrooms, allowing moreefficient functioning than alternative1.

Maintenance of the facility thatreplaces the carriage house wouldbe easier with sustainable modernplumbing, a modern heating andventilation system, and modernelectrical circuits.

More of the archivist’s time wouldbe used for research andinterpretation. Maintenance of thearchives would be improved bycontracting that service offsite.

Visitor services and siteadministration would gain spaceand function more efficiently. Thecost of offsite archival storage andthe addition of one staff memberwould increase the site’s operatingcosts but would be offset by theadditional services that would beprovided.

Increased salary costs for theadditional employee would be along-term impact on the site’sbudget but would be offset by thelong-term gain for the protection ofthe archives, slightly more efficientsite operations, and slightlyenhanced staff ability to provideadditional visitor servicescompared to alternative 1.

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MITIGATING MEASURES

Because of current staff ing and fundinglevels, some NPS standards are not beingmet at the site. This situation w ouldprobably continue w ithout the approval ofalternative 2, 3, or 4.

Any construction activity proposed would bedone in areas that have already beendisturbed due to the site’s location in adense urban environment. Mitigationmeasures w ould be employed to minimizetemporary impacts from construction onsoils, site access, and other resources.Such measures w ould include silt fences,mulch, reseeding, and traff ic control deviceswhere appropriate and necessary. Tominimize contamination from constructionequipment seeping into the soil, vehiclesand other machinery w ould be maintainedand checked frequently to identify andrepair any leaks.

Appropriate restrictions, such as con-struction hours, delivery times, and locationof staging areas, would be imposed onconstruction activities to minimize impactson neighbor ing residents and businesses.

Standard mit igation measures w ould beused to lessen impacts on historic struc-tures. These measures include documenta-tion according to standards of the HistoricAmerican Buildings Survey/Historic Ameri-can Engineering Record (HABS/HAER) asdefined in the Re-Engineering Proposal(October 1, 1997). The level of this docu-mentation, w hich includes photography anda narrative history, w ould depend on signif i-cance (national, state, or local) andindividual attributes (an individually signif i-cant structure, individual elements of acultural landscape, etc.).

When demolit ion of a historic structure isproposed, architectural elements andobjects may be salvaged for reuse inrehabilitating similar structures, or they maybe added to the site’s museum collection. Inaddition, the historical alteration of thehuman environment and reasons for thatalteration w ould be interpreted to sitevisitors.

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RECOMMENDATIONS FOR FURTHER RESEARCH AND PLANNING

Before beginning any actions that mightaffect the council house or carriage house(alternatives 2, 3, or 4), the National ParkService w ould prepare studies as pre-scribed in the NPS Management Policiesand Cultural Resource ManagementGuideline (DO-28) and initiate consultationwith the State Historic Preservation Officefor the District of Columbia in compliancewith the 1995 programmatic agreementamong the National Park Service, theAdvisory Council on Historic Preservation,and the National Conference of StateHistoric Preservation Officers.

Priorities for research w ould be based onthe national historic site’s primary purpose −to preserve and protect its historic struc-tures and associated archival collections,furnishings collections, and artifacts(exhibits) w hile balancing opportunities forvisitors to learn from and be inspired bythem. To prevent signif icant long-termadverse impacts on the site and itsresources, the follow ing studies should beundertaken:

(1) historic structure report − guidestreatment and use of a historic structure

(2) historic resource study − provides ahistorical overview of a park/site orregion and identif ies and evaluates apark’s/site’s cultural resources w ithinhistoric contexts

(3) cultural landscape report − guidestreatment and use of a culturallandscape based on the historic context

(4) historic furnishings report − provides ahistory of a structure’s use and docu-ments the type and placement offurnishings to a period of interpretivesignif icance

The follow ing plans should be completed tohelp implement the recommendations of thisgeneral management plan:

(1) site interpretation plan − identif iespark/site themes, describes visitorexperience goals, and recommends awide array of interpretive services,media, programs and outreach activitiesto communicate the park’s/ site’spurpose, signif icance, themes, andvalues

(2) scope of collections plan − guidespark’s/site’s acquisition and preservationof museum objects that contributedirectly to interpretation and understand-ing of its themes, as w ell as any addi-tional objects that the National ParkService is legally mandated to preserve

(3) collections management plan − guidespreservation of archival collections andmuseum objects

(4) collection storage plan − guidescollection storage at a park/site

(5) exhibit plan − serves as a guide fordeveloping exhibits that support theinterpretive themes of a park/site

(6) site administrative history − describeshow a park/site w as conceived andestablished and how it has beenmanaged up to now

In addit ion, a historic structure preservationguide should be prepared to ensurecompliance w ith the NPS inventory andcondition assessment program.

Because private vehicle access to the site islimited by the small amount of on-streetparking and most visitors arrive by tour orschool buses that drop visitors at the houseand park elsew here, a study would be doneafter this General Management Plan toidentify private vehicle and bus parkingoptions.

AFFECTED ENVIRONMENT

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CULTURAL RESOURCES

A SHORT BIOGRAPHY � MARY MCLEODBETHUNE: 1875�1955

Mary McLeod Bethune became one of themost celebrated African American f igure ofthe New Deal era and extended herinfluence as an educator, civil rights activist,and advocate for women’s equality for morethan three decades from the 1920s to the1950s. Born near Mayesville, SouthCarolina, July 10, 1875, she w as the 15th of17 children of former slaves who hadpurchased a small farm after the Civil War.Through the influence of her parents,Samuel and Patsy (Mc Intosh) McLeod, aswell as her ow n self-determination, sheraised herself from the position of a memberof a cotton farming family to become aninternationally know n figure.

At a time w hen African Americans rarelyattained advanced education due todiscriminatory practices, Mary McLeodattended the recently opened TrinityPresbyterian Mission School in Mayesvillefrom 1882 to 1886. Aided by a scholarshipand the encouragement of her mentor,Emma Wilson, she attended ScotiaSeminary for Negro Gir ls (later Barber-Scotia College) in Concord, North Carolina,a missionary outpost of northern Presby-terians that emphasized religious instructionand industrial education. At Scotia, shecompleted the high school program in 1892and the Normal and Scientif ic Course tw oyears later. Although she attended the BibleInstitute for Home and Foreign Missions(later the Moody Bible Institute) in Chicago,Illinois, during 1894-95 w ith plans tobecome a missionary, she w as refused acommission to serve in Africa by thePresbyterian Mission Board.

Disappointed by this turn of events, MaryMcLeod returned to South Carolina andbegan her f irst teaching job at the TrinityPresbyterian Mission School in Mayesville,

where she had once been a student. Shortlythereafter, the Presbyterian board appointedher to a teaching posit ion at Haines Normaland Industrial Institute in Augusta, Georgia.There she w orked w ith Lucy Craft Laney,the dynamic black founder and principal ofthe school, w ith w hom she had previouslybecome acquainted and w ho w ould becomeMary McLeod’s model for serving others.During the 1896�97 school year, sheorganized the Mission Sabbath School for275 of the city’s poorest children. After ayear, she transferred to teach at the KindellInstitute in Sumter, South Carolina(1897�98). Follow ing her marriage toAlbertus Bethune, a former teacher but thena mensw ear salesman, in May 1898, theBethunes moved to Savannah, Georgia, tofurther his business career. Their only child,Albert McLeod Bethune, w as born thefollow ing year. Later in 1899, the familyrelocated to Palatka, Florida, w here Mrs.Bethune established a Presbyterian mis-sionary school. Albertus Bethune did notshare his w ife’s missionary ardor, how ever,and they separated. (Albertus would die oftuberculosis in 1918.)

After f ive years of teaching and administer-ing the school in Palatka, Mrs. Bethune’slifelong ambition to build a school for AfricanAmerican girls in the South led her toDaytona Beach, Florida, w here, in October1904, the Daytona Educational andIndustrial Institute opened w ith Bethune asits president. The school, patterned after theScotia Seminary, w as opened in a rentedhouse w ith six students � f ive girls and herow n son. As a result of her business andorganizing skills, the assistance of the blackcommunity, and the largesse of someprominent w hite philanthropists vacationingin Florida, such as James M. Gamble andJohn D. Rockefeller, Mrs. Bethune’s schoolgrew from a small elementary school toincorporate a high school under the bannerof the Daytona Normal and Industrial


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Institute in 1918. Like most other AfricanAmerican institut ions of the period, theschool stressed religion, secretarial w ork,homemaking, and industrial education, w ithemphasis on agriculture and animalhusbandry in tandem w ith academics; theschool had a farm that focused on theproduction and handling of food products tomeet the school’s needs and to provideincome. By April 1920, 47 girls hadcompleted the full high school course, and10, having completed the institution’steacher training program, w ere teaching inFlorida’s public schools.

In 1923 Mrs. Bethune’s school merged w ithCookman Institute, a Jacksonville, Florida,Methodist Episcopal Church college formen, to become the Daytona-CookmanCollegiate Institute w ith 42 faculty membersand nearly 800 students. Six years later, theschool’s name w as changed to Bethune-Cookman College in recognit ion of theimportant role that Mrs. Bethune had playedin the school’s grow th and development. In1932 the institution received regionalaccreditation as a junior college, and in1936 the high school department w asdiscontinued. In 1943, the college beganconferring degrees in teacher educationupon its f irst four-year graduates. Bethunewould serve as the college’s president(1932�42, 1946�47) and as president-emer itus, trustee, and chairman of itsadvisory board (1946�55).

As an educator in the South, Mrs. Bethunehad concerns that extended beyondcampus life. In the absence of a municipallysupported medical facility for AfricanAmericans, the Daytona school, under herguidance, maintained a hospital for AfricanAmericans from 1911 to 1927. Dur ing muchof this period, she also operated theTomoka Mission Schools for the children ofblack families w orking the Florida turpentinecamps. Ignoring threats made by membersof the Ku Klux Klan, she organized a blackfemale voter registration drive in Florida in

September 1920 follow ing adoption of the19th Amendment to the Constitution. As adelegate to the f irst meeting of the SouthernConference for Human Welfare, she voicedher opposition to degrading southern racialcustoms.

While directing the Daytona school, Mrs.Bethune gained national prominencethrough her w ork w ith the NationalAssociation of Colored Women. From 1917to 1925 she served as president of theFlorida Federation of Colored Women’sClubs, w hich opened a rehabilitative homefor “wayward” and delinquent gir ls in Ocalain September 1921. In 1920 she foundedand became president of a regionalassociation, w hich became the South-eastern Federation of Colored Women’sClubs. One of the major triumphs of thisorganization w as supplying leadership forthe w omen’s general committee of theregional Commission on InterracialCooperation headquartered in Atlanta.

During 1923�24, Bethune served aspresident of the National Association ofTeachers in Colored Schools, a professionalorganization of black teachers from mostlysouthern states.

In 1924 Mrs. Bethune’s w ork culminated inher election to the presidency of theNational Association of Colored Women, anoff ice regarded by many as the highest towhich an African American w oman couldthen aspire. During her tenure in thisposition, she directed the organizationincreasingly beyond itself to the broadersocial issues confronting American society.As president of the National Association ofColored Women, Bethune attendedmeetings of the National Council of Womenof the United States. This organizationprovided her w ith expanded contactsthroughout American society. In 1925 thiscouncil of 38 organizations � 37 w hite andone African American – w as the avenue for


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the association’s participation in theInternational Council of Women at itsquinquennial conference, w hich attractedrepresentatives from 35 countries toWashington, D.C. During her four years ashead of the association, Bethune empha-sized eff icient management and developinga presence in national and internationalaffairs and continued the organization’scommitment to a scholarship fund and tothe preservation of the Frederick Douglasshome in the nation’s capital as a nationalmemorial.

Mrs. Bethune also w orked aggressively toproject a positive image of African Americanwomen to w hites through her travels in theUnited States and abroad. By her oratoryand her example she inspired AfricanAmerican w omen to greater levels ofservice. Most important, how ever, shestrengthened the structure of the 10,000-member National Association of ColoredWomen by revising its constitution,improving the association’s periodical,National Notes, and promoting greatercommunication betw een members. Througha strenuous f inancial campaign, she suc-ceeded in establishing the association’s f irstpermanent national headquarters at 1114 OStreet in Washington, D.C., in 1928, andemploying its f irst paid executive secretary.

During the 1920s, Mrs. Bethune began todevelop a national presence as a result ofher appointment to the National ChildWelfare Commission by Presidents CalvinCoolidge and Herbert Hoover. The latterinvited her to a White House conference in1930 and appointed her to the Commissionof Home Building and Home Ow nership in1931.

Beginning in 1935, Mrs. Bethune’s grow ingprominence w as recognized by a number ofhonorary degrees and distinguishedaw ards. During a 15-year period she w ouldreceive honorary doctoral degrees fromeight colleges and universities:

LL.D., fromLincoln University, Oxford, Pennsylvania,

1935How ard University, Washington, D.C.,

1942Atlanta University, Atlanta, Georgia,

1943Wiley College, Marshall, Texas, 1943

Doctor of Humanities fromBennett College, Greensboro, North

Carolina, 1936West Virginia State College, Institute,

West Virginia, 1947Rollins College, Winter Park, Florida,

1949Benedict College, Columbia, South

Carolina, 1950

In addit ion, she w as awarded the distin-guished Joel E. Spingarn Medal by theNational Association for the Advancementof Colored People in 1935, the Francis A.Drexel Aw ard by Xavier University in 1937,and the Thomas Jefferson Award by theSouthern Conference for Human Welfare in1942.

On December 5, 1935, in New York City,Dr. Bethune, along w ith 20 other AfricanAmerican w omen representing 14 blackwomen’s organizations, established theNational Council of Negro Women (NCNW)to unite African American w omen in socialplanning and action on national andinternational levels around such issues aseducation, employment, health, housing,civil rights, and international relations.

Although she remained active in theNational Association of Colored Women,she had come to believe that its memberfederations and clubs w ere not suff icientlyinvolved in local matters and w ere insteadoverly oriented tow ard self-help, thuspreventing the association from speaking asthe authoritative national voice that blackwomen needed. Eloquently, she wrote:


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Council House National Historic Site), andemployed a full-time staff. She alsolaunched the influential AframericanWoman’s Journal, later named WomenUnited, w hich carried articles about thecouncil and also about the many interests ofAfrican American w omen. A newsletter,Telefact, began publication in 1943.

By the end of Dr. Bethune’s tenure aspresident, the council had become thelargest federation of African Americanwomen’s clubs in the United States. Thecouncil included 22 national w omen’sorganizations, including professional andoccupational groups, both broadly basedand subject-restricted academic sororities,Christian denominational societies, fraternalassociations, auxiliaries, and various othergroups. Today, the council, w ith its newheadquarters at 633 Pennsylvania Avenue,NW (dedicated in October 1995), has anoutreach of more than 4 million w omen in itsmembership through national aff iliateorganizations.

Dr. Bethune propelled the National Councilof Negro Women to the forefront of thecountry’s women’s race organizationsthrough its “Conference on GovernmentalCooperation in the Approach to theProblems of Negro Women and Children,”held on April 4, 1938, at the Department ofthe Interior and the White House. The 1938conference revealed her basic strategy forracial advancement, w hich w as to w inpolicy-making and management posit ions ingovernment for competent African Americanwomen. This emphasis upon upper-levelemployment w as designed to benefit theblack masses.

Forceful and articulate, Dr. Bethune w as anatural leader and concerned herself w ithimproving the status of all African Ameri-cans regardless of socioeconomic positionor gender. Among other positions, sheserved as vice president of the Commissionon Interracial Cooperation (1934�55),president of the Association for the Study of

Negro Life and History (1936�52), and vicepresident of the Southern Conference forHuman Welfare (1938�48). Her support w asimportant to the ongoing w ork of theNational Urban League and the NationalAssociation for the Advancement of ColoredPeople, serving as a vice president of bothcivil rights organizations for many years.

Dr. Bethune’s most signif icant inf luence asan African American leader came, how ever,through her role in the administration ofPresident Franklin D. Roosevelt. It w as shewho primarily educated Eleanor Roosevelt,whom Bethune had met in 1927 through herwork w ith the National Association ofColored Women, on the problems of AfricanAmericans in the United States. She w asone of several African Americans w ho haddirect access to the White House, providingher w ith a unique opportunity to personallyurge the president to advance civil rightsand promote African American interests.

In August 1935, through EleanorRoosevelt’s inf luence, Dr. Bethune w asappointed to the 35-member NationalAdvisory Committee of the National YouthAdministration (NYA). The agency’s primarypurpose w as to help young people f indemployment during the depression and laterduring the Wor ld War II defense effort. Sheused her relatively minor advisory positionas a springboard; in June 1936 she w asplaced in charge of Negro affairs within theNational Youth Administration, and inJanuary 1939 she became director of theDivision of Negro Affairs. The directorshiprepresented the highest federal appointmentever held by an African American w oman tothat time and facilitated her functioning inthe agency’s managerial hierarchy. In thisposition, she influenced the agency to adoptnondiscriminatory employment policies andto recognize special African Americanneeds. She persuaded the National YouthAdministration to expand the Division ofNegro Affairs at the national level and toemploy 27 African American administrativeassistants at the state level.

Cultural Resources

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In 1953 Bethune established the MaryMcLeod Bethune Foundation as a nonprofitcorporation to promote her social andeducational ideals. Undaunted, shecontinued to champion democratic valuesand faith in the A merican creed until shedied at her home as the result of a heartattack on May 18, 1955, at the age of 79.One of the South’s most w ell-know n andprominent w omen, she w as buried on amound overlooking the campus of Bethune-Cookman College.

ARCHEOLOGICAL RESOURCES

No archeological surveys have beenconducted at the national historic site.How ever, the likelihood of f indingarcheological resources at the site is lowbecause the historic site and its surroundingarea have been disturbed by activitiesassociated w ith subdivision, development,and construction as part of the urbanexpansion of Washington, D.C., beginningin the 1870s.

ETHNOGRAPHIC RESOURCES

African Americans, and particularly AfricanAmerican w omen, are identif ied as atraditionally associated group w ith MaryMcLeod Bethune Council House NationalHistoric Site. At the national historic site,Bethune and the National Council of NegroWomen, w hich she founded, spearheadedstrategies and developed programs thatadvanced the interests of African Americanwomen and the black community from 1943to 1966. The site is the location of theNational Archives for Black Women’sHistory, w hich houses the largest manu-script collection of materials solely dedi-cated to African American w omen and theirorganizations. Thus, the site is linked w iththeir sense of purpose, existence as acommunity in the struggle to achieve civilrights, and development as an ethnicallydistinctive people. Thus, they represent a

special client population w ith long-termstakes in the integrity of the site’s resourcesand the outcomes of management decisionsthat affect those resources.

MARY MCLEOD BETHUNE COUNCILHOUSE NATIONAL HISTORIC SITE �A BRIEF HISTORY

During much of the 19th century up to theCivil War, the area now called Logan Circlewas known as Blodgett’s Wilderness,consisting primar ily of sparsely settledfarmland. During and immediately after theCivil War, a few small-scale dw ellings �most of them constructed of wood � wereerected in the area, primarily to house thefreed African Americans and runaw ayslaves then pouring into Washington. Afterthe circle w as graded and grass and treeswere planted during the early 1870s, thearea became a highly desirable neighbor-hood for white upper-class and uppermiddle-class Washingtonians as thenation’s capital city expanded. In 1901 thebronze equestrian statue of Major GeneralJohn A. Logan (1826-86), sculpted byFranklin Simons and erected on a pinkmarble base, w as dedicated. Logan w ascommander of the Army of the Tennesseeduring the Civil War and later served as thecommander of the Grand Army of theRepublic. He also served as a member ofthe U.S. House of Representatives(1859�62, 1867�71) and the U.S. Senate(1871�77, 1879�86) from Illinois.

During the early 1870s, Anton Heitmuller, areal estate agent and land speculator,ow ned several lots on Vermont Avenue. In1873�74, Heitmuller sold tw o of his lots totobacconist and real estate developer,William S. Roose. Roose later built houseson his property and sold the tow nhouse at1318 Vermont to John J. McElhone, areporter for the House of Representatives,and his w ife Mary in 1875.


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Follow ing the death of John McElhone in1890, Frank G. Carpenter, a w ell-know njournalist w hose popular column on Wash-ington social life w as syndicated in new s-papers throughout the nation, and his w ifeJoanna purchased the residence in 1892.The Carpenters retained ow nership until1912 w hen the property w as purchased byItalian immigrants Alphonso and AnnaGravalles. The Gravalles operated a ladies’tailoring shop in their new home. In 1918tw o 8-inch steel I-beams w ere installed overthe sliding alley door in the tw o-story brickgarage (now referred to as the “carriagehouse”) which had been erected in the ear ly1890s to replace a w ood stable and shed. In1934 a raised open rear porch, including abrick and steel frame and a w ood f loor androof, was added to the residence. Mrs.Gravalles lived in the house for 31 yearsbefore selling the property to Dr. Bethuneand the National Council of Negro Womenfor $15,500 in December 1943.

By the 1940s, the Logan Circle area w aslocated near the center of African Americansocial life and culture in Washington andhad attracted many African American pro-fessionals and activists. The area w as alsoclose to Dupont Circle, the home of many ofthe w ealthiest w hite Washingtonians w howere sources of patronage for Dr. Bethuneand her organization. On October 15, 1944,the house w as dedicated in a ceremonyattended by Eleanor Roosevelt, AgnesMeyer, w ife of the editor and publisher ofthe Washington Post, Dr. Charlotte Haw kinsBrow n, founder of the Palmer MemorialInstitute in North Carolina, and NCNWmembers from various parts of the nation.

The purchase of the home w as madepossible in part by a $10,000 donation fromMarshall Field, publisher of some of thenation’s leading newspapers, as well ascontributions from the NCNW executivestaff. Additional funds w ere raised byNCNW aff iliates. Comprised of 15 rooms,one kitchen, and tw o bathrooms, the home,soon be designated as the “council house,”

would serve as the headquarters for theNational Council of Negro Women, Dr.Bethune’s off icial Washington, D.C.,address until 1949, and guest accommoda-tions for out-of-town visitors.

After its purchase by the council, the councilhouse w as modernized and redecorated,being furnished w ith the help of individuals,businesses, and organizations w hosecontributions w ere commemorated throughthe naming of the rooms. Among otherthings, the council installed new plumbingfixtures, heating radiators, and chimneyflues and initiated roof repairs. In theelegant front parlor, w hich w as furnishedand decorated as a formal reception roomby Abe Lichtman, ow ner of numerousWashington, D.C. theaters, the councilreceived many prominent visitors, includingEleanor Roosevelt, Mary Church Terrellwho had founded the National Associationof Colored Women, and the United Nationsdelegate from India, Madame Pandit.

From 1943 until 1966, the paneledconference room in the council house w asthe site of many meetings in w hich theNational Council of Negro Women definedits role in such historic decisions as theintegration of African Americans in thenation’s defense program and public schoolsystems, as well as in campaigns todesegregate restaurants and theaters inWashington, D.C. A host of programs w ereinit iated from 1318 Vermont to address theproblems of inadequate housing, racialdiscrimination, health care, employment,and preservation of African Americanwomen's history. The site w as also used asa rallying point for national organizationsand individuals that part icipated in theMarch on Washington, on August 28, 1963.

In January 1966 the council house w asdamaged by a f ire, started by a leak in theheating oil tank in the basement furnaceroom. While the building core remainedintact, extensive w ater and smoke damageresulted. The National Council of Negro

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Women w as forced to relocate its head-quarters to 1346 Connecticut Avenue in theDupont Circle area. The council housestood abandoned until 1975, w hen thecouncil received grant money to beginrehabilitation and restoration w ork after thebuilding w as listed on the Washington, D.C.,Register of Historic Sites. In 1977, under acontract from the National Endow ment forthe Humanit ies, the National Council ofNegro Women established a programnamed “The Bethune Historical Develop-ment Project” to develop a museum andarchives for black w omen’s history. Fundingwas obtained from the National Trust forHistoric Preservation to restore the site.During the rehabilitation w ork, w hichcontinued through 1978, portions of thecarriage house w ere converted into off iceand storage space.

On November 11, 1979, the Mary McLeodBethune Memorial Museum and NationalArchives for Black Women’s History w asopened to the public. The First NationalScholarly Research Conference on BlackWomen, entitled “Black Women: AnHistorical Perspective,” timed to coincidewith the opening of the museum andarchives, was attended by more than 2,000people. More than 50 scholars presentedprofessional papers on the role of AfricanAmerican w omen in music, literature,familial relationships, professions, media,arts, and the American political and legalsystems. While the council house w asoperated as a house museum, the carriagehouse served as an archival facility for thecollection, preservation, and interpretationof materials devoted to African Americanwomen’s history.

During 1980�81, the National Council ofNegro Women began a second phase ofrestoration w ork to return the council houseto an appearance reminiscent of the 1880s.The council house w as designated anational historic site by an act of Congressin 1982. In addit ion, the act authorized anddirected the secretary of the interior to enter

into agreements w ith the National Council ofNegro Women under w hich the secretarymight provide technical and f inancialassistance in restoring and interpreting thehouse museum and archives associatedwith the site. A cooperative agreementbetw een the council and the secretary of theinterior w as approved on November 17,1982. The site became an aff iliated area ofthe national park system three years later.

In 1982 the Bethune Museum and Archives,Inc. w as incorporated under the laws of theDistrict of Columbia. The National Council ofNegro Women continued to ow n theproperty; how ever, the national historic sitewas operated and maintained by theBethune Museum and Archives. Althoughthis association maintained a relationshipwith the council, the association had its ow nboard of directors and raised its own funds.The council supported this arrangement sothat the national historic site w ould fulf illMary McLeod Bethune’s dream ofpreserving and documenting the history andcontributions of African American w omen inAmerica. Thereafter, the Bethune MuseumAssociation has sponsored changingexhibitions on African American w omen’shistory and culture, conducted lecture andconcert series, produced educational videosand publications, and administered thearchives in the carriage house.

During 1988�91, another phase of resto-ration w ork occurred at the national historicsite. Exterior w ork included repairing theblack and w hite marble w alkw ay in front ofthe council house, installing new brown-stone steps on the stoop, refabricating theiron railing and gates, replacing the 40-pound tin roof, gutters, and dow nspouts,replacing the rotted w ood framing beneaththe roof, and installing tw o new air-conditioning units on the roof of the ell. Anew rear porch w ith a slightly sloped roofsupported by tw o f luted metal Doriccolumns resting on the ground replaced theraised porch that had been constructed in1934. The entire rear w all of the structure


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was stuccoed, and the kitchen door leadingto the rear patio w as sealed. Landscaping ofthe back yard consisted of new "period"plantings in brick planters and a patio laidwith marble squares to match the frontwalkw ay.

On the interior of the council house, newwiring and air ducts w ere installed, thefireplace openings w ere sealed, the kitchenwas converted into a gift shop, and someminor remodeling of the off ice space on thesecond f loor was undertaken.

The tw o historic buildings lack a systematicapproach to preservation and maintenance.A historic resource study is currently beingcontracted through a university cooperativeagreement. The study w ill provide thebaseline data necessary for the long-terminterpretation of the site. A historic structurereport is needed to provide for therehabilitation, preservation, andmaintenance of the structures.

In 1991 the National Park Service w asauthorized to acquire and manage thenational historic site as part of the nationalpark system. The site w as acquired by theNational Park Service in 1994, and the fol-low ing year NPS staff were hired to managethe site. The National Park Service has re-created the feel of the council house duringDr. Bethune’s association w ith the propertythrough the use of historic photographs andsurviving furniture. Today, the propertycommemorates the life and contributions ofMary McLeod Bethune and the manyAfrican American w omen w ho have shapedAmerican history.

COUNCIL HOUSE

The council house is one of a number ofstructures erected in the Logan Circle areaduring the post-Civil War expansion of thecity. Its dignif ied style, shared by otherbuildings on Vermont Avenue and neigh-boring streets, attracted investors and

residents to a new ly developing part of thecity.

The L-shaped row house, constructed in theSecond Empire style w hich was popular atthe time, stood three stories in height w ith araised basement and attic and featuredNeo-Grecian details and brick w alls. It had aone-story bay window that dominated thethree-bay-w ide front façade on VermontAvenue, a side-hall entrance, a rear ell thatprojects tow ard the w est end of the lot, anda mansard roof. A w ood stable and shedwere at the rear of the lot adjacent to analley.

The brick basement w alls are about 15inches thick. The structure’s walls areconstructed of red brick laid in an eight-course brick pattern, except for the east orstreet façade that has no rows of headersand is most likely a brick veneer over a bricksupporting w all.

Ashlar stones resting on the brick founda-tion of the house support the front stoop.Five brow nstone steps, f lanked by heavywrought-iron railings, lead to the frontentrance. The new el posts of the railingshave octagonal-shaped posts similar tothose on the interior staircases. At the backof the house stands a one-story porch,added in 1991, that runs the length of therear w all. Its tw o w hite metal columns w ithfluted shafts and Doric capitals support aslightly sloped roof of tin w ith standingseams.

Tw o interior brick chimneys, both w ith shortstraight stacks, rise through the house. Oneis centered along the common w all on thesouth side of the building. The other iscentered along an interior w all at the w estend of the rear ell.

The mansard roof, covered w ith tin sheetsand hexagonal slate shingles, graces thestreet façade of the house. Three dormers,each capped by an arched w ood pedimentcrowned by a carved w ood keystone,


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CARRIAGE HOUSE

The only outbuilding at the national historicsite is a tw o-story brick carriage house atthe rear end of the lot adjacent to an alley.Constructed during the early 1890s toreplace an earlier w ood shed and stable,the carriage house w alls are laid in anirregular brick pattern w ith courses rangingfrom headers at every f if th row at the middleheight of the w alls to every eighth row at thetop and bottom of the w alls. Brick lintels addsome ornament to the roofline. The w in-dow s in the east and w est façades, facingthe rear of the house and alley, respectively,have been removed and replaced w ithaluminum sliding w indows. One smallarched brick lintel in the east w all is the onlyevidence of original fenestration. A smalldoor in the north end of the w all hasreplaced the large sliding garage door(installed in 1918) that opened on to thealley. The building has a f lat roof coveredwith 40-pound tin. During 1988-91, theinterior w as completely gutted and con-verted into a space to house the NationalArchives for Black Women’s History.

HISTORIC LANDSCAPE DESIGN

The council house is set on a slight rise ofland above the street level. A blackwrought-iron fence, about 3 feet in height,surrounds the front yard. Identical gates runalong the sidew alk and around the yards ofthe neighbor ing buildings. Immediatelyinside the tw o arched wrought-iron gates isa short sidew alk w ith black and w hitemarble squares laid in concrete in checker-board pattern. Three stone steps lead to thenext sidew alk w ith the same checkerboardpattern. This w alk leads to the front stoop.The entire w alk has been rehabilitated. Thetw o houses south of the historic site havesimilar sidew alks. Flow er beds line theperimeter of the yard and border a centrallaw n to the left of the front steps. In thecenter of the law n stands a large black ironurn set on a pedestal that w as installed in

the 1980s. This planter is similar to one thatwas original to the site. The tw o housessouth of the council house also haveplanters in the same locations in their yards.The back yard, betw een the council houseand the carriage house, has been rede-signed into a small courtyard w ith sideplanters. It is believed that little if anything ofthe historic landscape of the back patio areastill exists.

Because no cultural landscape report hasbeen prepared for the site, it is not know n ifthe landscape reflects characteristicfeatures of the Bethune era. The landscapecomponents are w ell maintained andcompatible w ith those of nearby properties.

NATIONAL ARCHIVES FORBLACK WOM EN’S HISTORY

History

The idea for an archival facility dedicated tothe study of African American w omen’shistory dates back to the late 1930s w henhistorian Mary Beard established the WorldCenter for Women’s Archives. Beard askedDr. Bethune to serve as one of two AfricanAmerican sponsors of the World Center. In1939 Bethune appointed Dorothy Porter ofthe Moorland Foundation at How ardUniversity as the National Council of NegroWomen’s representative on the WorldCenter’s Negro Women’s Committee onArchives.

Dr. Bethune w as one of the f irst AfricanAmerican leaders to recognize the impor-tance of preserving historical records,especially those pertaining to AfricanAmerican w omen, and the impact of thoserecords on future generations. Proud of therich and diverse contributions black w omenhave made to American culture, sheenvisioned a permanent and grow ingcollection that w ould be used by historiansand educators.

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Thus, w hen the World Center disbanded in1940, the National Council of Negro Womenassumed the init iative and established itsow n archives committee w ith Dorothy Porteras national chairperson. At that time, thecouncil began promoting the study ofAfrican American history through exhibits atits national headquarters, preparation of his-tory kits, and production of radio programs.

Sue Bailey Thurman, editor of the NationalCouncil of Negro Women’s AframericanWoman’s Journal, participated actively onthe archives committee and became itschair in 1944. She promoted and plannedfor an archival facility, including publishingcalls for donations of funds and materials inthe journal. The council developed plans fora national archives day in 1946 to be held atMadison Square Garden in New York City.

The archives committee continued tofunction for more than 30 years undervarious titles. One milestone w as thecouncil’s inauguration of the BethuneCollection on Black Women’s Organizationsin 1976. The National Council of NegroWomen finally achieved its goal ofestablishing a national archives onNovember 11, 1979, w ith the dedication ofthe Mary McLeod Bethune MemorialMuseum and the National Archives forBlack Women’s History. The National ParkService purchased the council houseproperty and archives in 1994, andadministers the archives through acooperative agreement w ith the NationalCouncil of Negro Women and BethuneMuseum and Archives, Inc. These organi-zations provide public programs on amonthly basis and in return are providedoff ice space, administrative support, storagespace, and f inancial assistance. TheNational Park Service has retained theoriginal name of the national archivesbecause of the name’s ties to Mary McLeodBethune and a desire to ensure thecontinuing visibility of the archives.

Archival Collections

The National Archives for Black Women’sHistory houses both personal papers andorganizational archives containing audio-tapes, correspondence, magazines, memo-rabilia, photographs, posters, reports, andscrapbooks. The collections documentAfrican American w omen’s activism in the20th century, w ith emphases on MaryMcLeod Bethune, the National Council ofNegro Women, and other aff iliated AfricanAmerican w omen’s organizations. Thecollections housed in the archives cover awide range of issues, including civil rights,consumer concerns, education, employ-ment, health, housing, internationalism,religion, and w omen. The archival facilityhas (1) more than 600 linear feet ofmanuscripts, (2) a small reference library ofstandard sources in African Americanwomen’s history, including some unpub-lished papers from the First NationalScholarly Research Conference on BlackWomen, (3) a vertical f ile on AfricanAmerican w omen, their organizations, andinstitutions, and (4) more than 4,000 photo-graphs and other audiovisual materials. TheNational Archives for Black Women’sHistory also serves as a clearinghouse forinformation on African American w omen’shistory resources and publishes an annualbibliography on African American w omen’shistory.

The largest collection in the archives, theRecords of the National Council of NegroWomen, consists of audiotapes, corre-spondence, memoranda, photographs,publications, and reports. The recordsdocument the period betw een the foundingof the National Council of Negro Women in1935 through the ear ly 1980s. Thecollection demonstrates the w ide influencethat Mary McLeod Bethune had in both theAfrican American community and in theadministration of Franklin D. Roosevelt.Other topics w ith signif icant coverageinclude the council’s role in the civil rightsmovement and its use of Great Society


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programs to foster self-help initiatives in therural South. The correspondence offersevidence of the regular interaction betw eenthe four presidents of the council and theWhite House and the leaders of otherAfrican American and w omen’sorganizations.

An abbreviated list of the collections in theNational Archives for Black Women’sHistory includes the follow ing:

• records of the National Council onHousehold Employment, dealing w ithdomestic w orkers, once the largestcomponent of African American w omenworkers

• records of the National Alliance of BlackFeminists, w hich discusses the AfricanAmerican reaction to the NationalOrganization of Women and the EqualRights Amendment

• records of the National Association ofFashion and Accessory Designers

• several collections relating to AfricanAmerican w omen in the Women’sAuxiliary Army Corps

• several collections relating to AfricanAmerican w omen in the nursingprofession

• several collections from the aff iliates ofthe National Council of Negro Women,including several professional sororities

Although the National Archives for BlackWomen’s History archival collections havebeen processed according to professionalstandards, they are stored in the carriagehouse, w hich has some but not all environ-mental condit ions necessary to ensure theirlong-term preservation. An inadequate f ireprotection system and the lack of a vaporbarrier and adequate insulation furtherthreaten their safety A portion of the archivalcollection remains uncatalogued andunprocessed in leased space offsite.

For a discussion of related sites inWashington, D.C., please see the“Relationship to the Neighborhood, RelatedSites, and Other Planning Efforts” section.

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VISITOR USE / EXPERIENCE

Visitors access the site by foot, car, or bus.The nearest metro stop is about f ive blocksaw ay. Parking is diff icult to f ind for visitorsarriving by car. No parking that is specif i-cally for the site is provided. Buses stop inthe street to allow visitors on and off. Duringtours, buses park in the lot of a nearbycommercial establishment.

The total number of visitors per calendaryear has declined somew hat during the pastthree years of the site’s operation, w ith totalannual visitor numbers ranging from a lowof 6,577 in 1999 to a high of 8,213 in 1997.Through July of 2000, 4,415 visitors havebeen to the site. NPS staff contact an esti-mated 2,000 addit ional people throughoutreach programs. The archives servicesonsite researchers and questions over thephone. The number of contacts has rangedfrom a low of 220 in 1999 to a high of 417 in1996. The number of researchers using thearchives facilities has varied from a low of51 in 1997 to a high of 105 in 1998.

Tours of the house are available year-roundbetw een 10:00 A.M. and 4:00 P.M., Monday– Saturday. Tours may be scheduled inadvance for groups or individuals but alsoare available on a w alk-in basis. They areconducted by tw o on-duty rangers. Visits tothe archive facility are by appointment only.

Tours last about one hour and begin in theliving room or reception area w ith aninterpretive talk about Mary McLeodBethune and a w alk through the f irst andsecond f loors of the house. A video lastingabout 25 minutes tells visitors of Mrs.Bethune’s life and times, her contributionsas an educator, famous people in heracquaintance, her inf luence in polit ics, andher campaigns for human betterment.

Exhibits in the house are mostly permanent;one room has changing exhibits. The f irstf loor exhibits include a history of the council

house, photographs of Mrs. Bethune w ithdignitar ies such as First Lady EleanorRoosevelt and photographs of past andpresent off icers of the National Council ofNegro Women. The second f loor of thehouse contains Mrs. Bethune’s bedroomwith photographs of her birthplace, parents,the schools she founded, and the sugarcane farm she established in Florida.

The room Mary McLeod Bethune used asan off ice, on the second f loor, containsphotographs of her w ith President FranklinD. Roosevelt, his black cabinet, civicleaders, Vice President Harry Truman, andmembers of the National Council of NegroWomen and the National Association ofColored Women. Also on the second f loorare photographs of other black w omeneducators and their students. An exhibitcase shows examples of papers w iththemes similar to those in the archivalcollections.

As part of the historic site’s outreach pro-gram, traveling exhibits are taken to schoolsand other venues in the community. Thevideo and a slide program are presented tocivic groups and to people w ho are unableto come to the historic site, such as seniorcitizens or those w ith disabilities.

The historic site’s authorizing legislationdirected the Park Service “to enter into acooperative agreement w ith nonprofitorganizations dedicated to preserving andinterpreting the life and w ork of MaryMcLeod Bethune and the history andcontributions of African-American w omen.”The National Park Service has entered intoa cooperative agreement w ith the BethuneMuseum and Archives, Inc. and the NationalCouncil of Negro Women, Inc. to providethe resources, direction, and coordination topresent public programs, seminars andlectures and to interpret Bethune’s life andwork and the history and contributions of


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African American w omen. The BethuneMuseum and Archives has also arrangedspecial programs such as lectures andcultural heritage series on black history;training in the use of archives; children’sevents such as a marionette program andholiday celebration programs; fundraisersand community outreach events such asThanksgiving dinner for homeless w omen;educational programs for students; and f ilmevents.

Other special programs are providedthroughout the year by site staff, and specialprograms for children and teachers areoffered regularly. There are annual specialprograms during February (Black Historymonth) and March (Women’s Historymonth,); at an open house the f irst w eekendin June (for museum w alk w eekend); and atan open house on July 10 in honor of MaryMcLeod Bethune's birthday.

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SOCIOECONOMIC ENVIRONM ENT

POPULATION AND ECONOMY

The region of socioeconomic influence isthe Washington metropolitan area, w hichencompasses Maryland, Virginia and WestVirginia in addit ion to the District ofColumbia. According to the Bureau ofEconomic Analysis, the District alone had apopulation of 519,000 in 1999. The Districtranked 50th in population in the staterankings of the nation and has decreased atthe rate of 14.5% since the 1990 census.Annual per capita personal income in 1999in the District of Columbia w as $39,858.This f igure w as 140% of the nationalaverage of $28,542 and ranked second inthe United States. The 1999 per capitapersonal income reflected a 5.7% increasefrom 1998 compared to 4.5% for thenational change. According to the U.S.Department of Labor, Bureau of LaborStatistics, the unemployment rate in theDistrict during the period January 1999through May 2000 ranged from a low of4.9% in April 2000 to 7.4% in January 1999.

In 1999 the services sector w as the largestindustry in the District of Columbia’semployment base w ith 40.1% of earnings.Federal civilian government w as the secondlargest industry w ith 35.0% of earningsfollow ed by f inance, insurance, and realestate w ith 5.7%. Earnings of personsemployed in the District in 1999 increasedby 8.1% from 1998. Considering industrieswith at least 5% of earnings in 1999, federalcivilian government w as the slowestgrow ing and increased in earnings by 6.9%from 1998. The fastest growing employmentsector was f inance, insurance, and realestate, w hich increased 10.0% from 1998.

The total population of the metropolitanstatistical area (MSA) w as about 4,661,000in 1998, the most recent year for whichMSA statistics were available. The size ofthe Washington MSA ranked 6th in the

nation. Per capita personal income for theWashington MSA w as 132% of the nationalaverage w ith $36,043 and ranked 14th in thenation.

Unemployment in the metropolitan statisticalarea ranged from 2.0% in April 2000 to2.9% in January and February 1999. (U.S.rates w ere 3.9% in May 2000 to 4.8% inJanuary 1999.)

Grow th in earnings of persons employed inthe Washington MSA increased 7.6% from1997 to 1998. The industries w ith largestearnings in 1998 w ere services, federalcivilian government w ith 18.9% and stateand local government w ith 7.6%. The slow -est grow ing industry accounting for at least5% of earnings was federal civilian govern-ment w ith an increase of 0.1%. The fastestgrow ing industry in the Washington MSAwas f inance, insurance, and real estate.

Within the District of Columbia, neighbor-hoods are grouped into polit ical divisionscalled w ards for voting and representationpurposes. The w ards include advisoryneighborhood councils that advise theDistrict government on public policy, zoning,public improvements and other issues oflocal signif icance. Mary McLeod BethuneCouncil House National Historic Site is inWard 2. In 1998 Ward 2 had a population ofapproximately 69,600 people, a decrease ofabout 11.5% since 1990. Sixty-one percentof the population w as white, 31% w as black,and the remainder belonged to Latino and‘other’ ethnic groups. The median house-hold income w as $46,732 compared to theDistrict’s median of $43,011. In 1990,housing units in the w ard were 60% renteroccupied, 26% w ere owner occupied, and14% w ere vacant.


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LAND USE

Land use in the vicinity of the council houseis a mix of residential and commercialbuildings, public facilities, and city streets.The council house is one of a series of rowhouses in the Logan Circle Historic District.Some row houses and other large single-family homes in the immediate neighbor-hood have been converted to apartments orundergone renovation.

The national historic site is on one side of atriangular-shaped piece of land formed byVermont, Massachusetts, and Rhode IslandAvenues that lead to the three monumentpark areas of Logan, Thomas, and ScottCircles. Small commercial enterprises, suchas restaurants, retail, and service busines-ses, are located behind the council housealong 14th Street, w hich is a major commer-cial artery in the district. Mt. Olivet LutheranChurch is on Vermont Avenue a few struc-tures aw ay from the council house. Alsonearby is a modern “settlement house”which provides shelter for homelesswomen.

Beyond the immediate neighborhood of thecouncil house, land use includes an upscalecommercial area w ith hotels, restaurants,and high-rise off ice buildings. Embassy Rowis nearby along Massachusetts Avenue, socalled because of the embassies from othercountries. Notable sites in the vicinityinclude the Carter F. Woodson HomeNational Historic Landmark, SumnerSchool, and the Metropolitan A ME (AfricanMethodist Episcopalian) Church.

VISUAL QUALITY

The visual character of the council house isthat of a developed urban landscape, andview s are dominated by buildings and citystreets. Essentially all of the originallandscape has been altered by grading,pavement, and building construction. In theprimarily residential neighborhood of

Vermont Street, deciduous trees line thestreet, and smaller vegetation types addcontrast to man-made structures. Thestructures and small landscaped areasexhibit varying degrees of maintenance,integrity, and modernization. Although theoverall character reflects the Victorian era(1875�1900), there also are contemporaryexamples of architecture including amultistory apartment building acrossVermont Avenue from the council house.

At the historic site, the three-story brick rowhouse is set back from the sidew alk, andthere is a small landscaped area in front ofthe house. A brick courtyard with plantersseparates the carriage house from the rearof the main building.

TRANSPORTATION AND SITE ACCESS

Numerous transportation modes provideaccess to the national historic site, includingprivate vehicles, public transit, taxis, andspecial transportation services for tourists.Private vehicle use for site access is limitedby the small amount of on-street parkingand the lack of onsite parking. Public transitincludes the Metrorail (subw ay) andMetrobus, w hich both provide access withina few blocks of the site. A proposed shuttlesystem that w ill link the National Mall w iththe dow ntown area is in the planningstages. This shuttle is proposed to make astop w ithin a few blocks of the councilhouse. Due to the site’s proximity to majorroadw ays and hotels, access to taxis iswithin easy w alking distance.

Most visitors arrive by bus, including schoolbuses and commercial tour buses, w hichdrop visitors in front of the council houseand go to another location to park.The implementation of any of thealternatives w ould not be expected to resultin a large influx of visitors to the site andwould not have an appreciable impact ontransportation or site access.

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SITE ADMINISTRATION AND OPERATIONS

STRUCTURES

The Mary McLeod Bethune Council HouseNational Historic Site consists of a rowhouse and a carriage house.

Each f loor of the council house has about1,600 square feet (gross). The f irst f loorcontains interpretive exhibits, orientation/movie area, and a bookstore. The secondfloor contains interpretive exhibits, oneoff ice, and a public restroom. The third f loorhas four off ices and an employee restroom.These off ices are shared w ith the BethuneMuseum and Archives. The basementcontains mechanical equipment, somestorage, one off ice, a kitchen, an employeeeating area, and an employee restroom.Based on a group size of 15, a 20-minutevideo follow ed by a one-hour tour, a staff oftw o interpreters, and the existing operatinghours, it has been determined that theoverall carrying capacity should be about105 people per day in the council house.

Visitation to the site consists of about 70%bus and school tours. Large groups arediff icult to handle in the residential scale ofthe site. The visitor center and orientationarea is in the former council room on thefirst f loor of the house, and a small book-store is adjacent to this room. The visitorcenter seats 30�40 people for view ing thevideo. This space, along w ith the singlepublic restroom on the second f loor, is notadequate w hen a full bus tour or more thanone tour arrives. In addition, the house andpublic restroom are not handicapaccessible.

Sound carries easily through the house.Tw o simulutaneous tours interfere w ith eachother. Tours are easily heard in the off icesand are distruptive. Visitors often go pastthe theater ropes and enter into the off iceson the third f loor. The kitchen is no longerused for employee cooking, due to smells

permeating the entire house. The off ices’sizes and shapes are residential rooms, anddo not provide effective sizes as use foroff ices. In addition, the electrical and phonesystems were designed for residential useand do not easily accommodate demandsfor computer access.

The council house is constructed on a risefrom the public sidew alk. A low wrought ironfence and gate is located at the edge of thesite. Visitors enter through the gate (w hichis locked w hen the site is closed), walkabout 3 feet, climb four steps, walk another10 feet, and climb seven addit ional stairs toget to the front door. Inside, the upper tw ofloors are accessed by a steep narrowstaircase. Another steep, almost spiralstaircase is in the rear of the house. Thehouse is almost impossible, for visitors oremployees w ith mobility problems to enter;once inside, the second-floor (and only)public restroom is also nearly impossible toaccess.

The carriage house is a tw o-story brickstructure that is contiguous w ith both theside and rear property lines. The archives,consisting of rolling shelves, restroom andstorage are on the f irst f loor. The secondfloor is off ices. Functionally, visitors andresearchers access the archival collectionsbefore any archivial staff. How ever, due tothe w eight of the collections and the lack ofstructural support for the anticipated w eight,the collections w ere located on the f irstf loor. The off ice space is undersized andpoorly designed for its functions. Space isnot available to w ork on the collections. Noseparate space is available for researchers.Volunteers assisting w ith the collectionshave little space and very limited computerequipment. The storage space of thearchives is close to full. If collectionscurrently under discussion w ith the ow nerare acquired, the collections w ill exceedcapacity of the archives.


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The building has been retrofitted w ith aHVAC system to retain the archivalcollections at an optimum temperature.Security has been added to the carriagehouse. The carriage house has not beenfitted w ith a dehumidif ier, vapor barrier,insulation, or f ire protection system and,therefore, does not meet all the environ-mental condit ions for professional archivalstandards. The house has a humidif ier (forwinter) and plug-in dehumidif iers (forsummer). The lack of a vapor barrier andinsulation on the building minimizes thedehumidifying effects.

The f irst f loor of the archives can beaccessed via an alley behind the site. Stairsare the only w ay to get to the second f loor.The archival off ices on the second f loor arenot accessible to visitors or employees w ithmobility problems.

OPERATIONS AND MAINTENANCE

Mary McLeod Bethhune Council HouseNational Historic Site is one of eight sites ofNational Capitol Parks East, an administra-tive consortium of park areas. Park head-quarters, the superintendent, and divisionchiefs are located at Anacostia Park, about5 miles from the site.

Most routine maintenance is handled by theone site maintenance employee, includingregular interior and exterior maintenance.Special events w ith the Bethune Museumand Archives and the National Council ofNegro Women require organization, set-up,hauling, and various tasks. The site alsojoins in a seasonal house tour of the historicdistrict and once a year provides a leaf pick-up as a good w ill gesture to the block.Larger or specialized maintenance tasks,such as structural repairs, house painting,or plumbing repairs, are handled by the

National Capitol Parks East maintenancestaff or contracted out.

STAFF

The Mary McLeod Bethune Council HouseNational Historic Site is ow ned andoperated by the National Park Service,which continues to have a partnership w iththe Bethune Museum and Archives, Inc.and the National Archvies for BlackWomen’s History, Inc. Both the NationalPark Service and the Bethune Museum andArchives, Inc., have staff in the councilhouse. The National Park Service currentlyhas six employees:

1 site manager2 site rangers1 archivist (unfilled)1 maintenance w orker1 secretary (unfilled)

The Bethune Museum and Archives staffcurrently consists of three employees:

1 program manager1 program assistant1 archival assistant (unfilled)

Staff levels are currently the minimum tokeep the site open to the public. Any staffvacancies, or employees on vacation or sickleave impacts the ability of the staff toperform necessary functions, includinginterpretation and updating/modifying theWeb site. For example, currently, thearchives are closed until the archivistposition can be f illed. Minimal staff levelsprevent development of interpretiveprograms from the archivial materials Thestaff numbers also limit updating thewebsite and proactive involvement inschools and other local programs. No staffparking is provided.

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ENVIRONMENTAL CONSEQUENCES

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INTRODUCTION

The National Environmental Policy Act(NEPA) requires that environmentaldocuments discuss the environmentalimpacts of a proposed federal action,feasible alternatives to that action, and anyadverse environmental effects that cannotbe avoided if the preferred alternative isimplemented. The follow ing portion of thismanagement plan analyzes the beneficialand adverse impacts of implementing eachof the four alternatives on culturalresources, the visitor experience, thesocioeconomic environment, and siteadministration and operations.

The alternatives are primarily conceptual,and most potential consequences arepresented in qualitative terms. If and w henspecif ic developments or other actions areproposed subsequent to this GeneralManagement Plan / Environmental ImpactStatement, NPS staff will determine w hethermore detailed environmental documentationis needed in accord w ith NEPArequirements.

Impact analysis discussions are organizedby topics. Methods used in the environ-mental impact analysis precede discussionsof each impact topic in alternative 1;alternatives 2-4 follow a similar format butdo not repeat the method discussion.

CUMULATIVE IMPACTS

Each resource topic discussion in eachalternative also details cumulative impactsand presents a conclusion. According toregulations developed by the Council onEnvironmental Quality (CEQ), regulation1508.7, a cumulative impact is "the impacton the environment w hich results from theincremental impact of the action w henadded to other past, present, and reason-ably foreseeable future actions regardlessof what agency (federal or non-federal) or

person undertakes such other actions.Cumulative impacts can result fromindividually minor but collectively signif icantactions taking place over a period of time."

Past, present, and reasonably foreseeablefuture actions include structural andlandscape rehabilitation programs andongoing preservation efforts at the councilhouse and by private property ow ners in thesurrounding Logan Circle Historic District.

Ongoing participation in visitor events suchas the self-guided Dupont-KaloramaMuseum Walk and the Washington, D.C.,Black History National Recreation Trail byMary McLeod Bethune National Historic Sitehas cumulative beneficial impacts onvisitors’ know ledge of Washington’s AfricanAmerican history by offering a broad rangeof stories.

IMPAIRMENT OF SITE RESOURCES

In addit ion to determining the environmentalconsequences of implementing thepreferred and other alternatives, NPS policy(Interpreting the National Park ServiceOrganic Act, National Park Service Manage-ment Policies) requires analysis of potentialeffects to determine w hether or not actionswould impair site resources.

The fundamental purpose of the nationalpark system, established by the Organic Actand reaff irmed by the General Authorit iesAct, as amended, begins w ith a mandate toconserve park/site resources and values.NPS managers must alw ays seek w ays toavoid, or to minimize to the greatest degreepracticable, adverse impacts on park/siteresources and values. How ever, the law s dogive the National Park Service the manage-ment discretion to allow impacts on park/siteresources and values w hen necessary andappropriate to fulf ill the purposes of the


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park/site, as long as the impact does notconstitute impairment of the affectedresources and values. Although Congresshas given the National Park Service themanagement discretion to allow certainimpacts w ithin a park or site, that discretionis limited by the statutory requirement thatthe National Park Service must leave park/site resources and values unimpaired,unless a particular law directly andspecif ically provides otherwise. Theprohibited impairment is an impact that, inthe professional judgement of theresponsible Nation Park Service manager,would harm the integrity of park/siteresources and values, including theopportunities that otherw ise w ould bepresent for the enjoyment of thoseresources or values. An impact to anypark/site resource or value may constitutean impairment. An impact w ould be morelikely to constitute an impairment to the

extent that it affects a resource or valuewhose conservation is:

necessary to fulf ill specif ic purposesidentif ied in the establishing legislation orproclamation of the park/site;

key to the natural or cultural integrity of thepark/site or to opportunities forenjoyment of the park/site; or

identif ied as a goal in the park’s/site’sgeneral management plan or otherrelevant NPS planning documents.

Impairment may result from NPS activitiesin managing the park/site, visitor activities,or activities undertaken by concessioners,contractors, and others operating in thepark/site. A determination on impairment ismade in the “Environmental Consequences”section in the conclusion section forappropriate impact topics.

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IMPACTS ON CULTURAL RESOURCES

METHODOLOGY

Section 106 of the National HistoricPreservation Act requires a federal agencyto take into account the effects of itsundertakings on properties included in, oreligible for inclusion in, the NationalRegister of Historic Places and provide theAdvisory Council on Historic Preservationreasonable opportunity to comment. Thisalso applies to properties not formallyeligible but that are considered to meeteligibility criteria. All NPS planning andundertakings affecting historic propertiesare subject to the provisions of the 1995Programmatic Agreement (PA) developedamong the National Park Service, theAdvisory Council on Historic Preservation,and the Conference of State HistoricPreservation Officers. Applicable legislationand regulations and specif ic managementprocedures regarding cultural resources aredetailed in the National Park Service’sCultural Resource Management Guideline,Director’s Order No. 28, Release No. 5,1998.

The methodology for assessing impacts tohistoric resources is based on the regula-tions of the Advisory Council on HistoricPreservation (36 CFR 800) implementingSection 106. This includes: (1) identifyingareas that could be impacted, (2) comparingthat location w ith that of resources listed,eligible, or potentially eligible for listing onthe National Register of Historic Places; (3)identifying the extent and type of effect, (4)assessing those effects according toprocedures established in the advisorycouncil’s regulations, and (5) consideringways to avoid, reduce, or mitigate adverseeffects (see “Mitigation” section).

Cultural resource impacts in this documentare described in terminology consistent w iththe regulations of the Council onEnvironmental Quality (CEQ), and in

compliance w ith the requirements of boththe National Environmental Policy Act(NEPA) and Section 106 of the NationalHistoric Preservation Act. The Section 106determination of effect for the undertaking(implementation of the alternative), requiredby the Programmatic Agreement, isincluded in the “Section 106 Summary” foreach alternative.

INTENSITY OF IMPACTS

CEQ regulations require that impacts ofalternatives and their component actions bedisclosed. Therefore, the analysis ofindividual actions includes the identif icationand characterization of impacts, includingan evaluation of impact intensity.

The intensity of impacts for culturalresources has been defined as negligible,minor, moderate, and major. Negligibleimpacts are barely perceptible and notmeasurable; confined to small areas or asingle contributing element of a largernational register district or archeologicalsite(s), with low data potential. Minorimpacts are perceptible and measurable;remain localized and confined to a singlecontributing element of a larger nationalregister district or archeological site(s), w ithlow to moderate data potential. Moderateimpacts are suff icient to cause a change ina character-defining feature; generallyinvolve a single or small group of contr-ibuting elements or archeological site(s);with moderate to high data potential. Majorimpacts result in substantial and highlynoticeable changes in character-definingfeatures, involve a large group ofcontributing elements and/or individuallysignif icant property or archeological site(s),with high to exceptional data potential.


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DURATION OF IMPACTS

The duration of the impacts considerswhether the impact w ould be short term orlong term. A short-term impact w ould beshort lived or temporary due to construction,restoration, or demolit ion activit ies, and along-term impact w ould be permanent andcontinual. Analysis of the duration ofimpacts is required under the NationalEnvironmental Policy Act but is not requiredand is not usually considered in assessingeffects in terms of the National HistoricPreservation Act.

TYPE OF IMPACTS

The analysis section provides a detailedanalysis of the type of impacts that w ould orcould result from implementing the actionsproposed in each alternative. Theconclusion section summarizes the keypoints or results of the analysis.

When analyzed under the NationalEnvironmental Policy Act and the NationalPark Service’s NEPA guideline (DO-12), animpact on historic properties (culturalresources) is either adverse or beneficial.This effect can be partially or completelymitigated, and the reduction in intensity fromapplying mitigation efforts is an estimate ofthe effectiveness of mitigation. The culturalresources portion of the environmentalconsequences section for each alternativeincludes an analysis and conclusion thatuses NEPA terminology.

Additionally, under the National HistoricPreservation Act (Section 106), an impacton historic properties is either adverse ornot adverse. Adverse effects under Section106 may also be partially or completelymitigated; how ever, unlike NEPA analysis,the effect cannot be reduced and remainsan adverse effect. To comply w ith thisdifference in terminology for Section 106, anadditional “Section 106 Summary”discussion has been added for each

subheading under the impacts on culturalresources for each alternative. The requireddetermination of effect for the undertaking(implementation of the alternative) isincluded in the “Section 106 Summary”sections for each alternative.

Effects under both the National Environ-mental Policy Act and the National HistoricPreservation Act are considered adversewhen they diminish the signif icantcharacteristics of a historic property.

Impacts can also be either direct or indirect.Direct impacts result from specif ic actions,such as demolit ion of historic structures.Indirect impacts often occur after projectcompletion and are a result of changes invisitor use patterns or management ofresources fostered by implementation of anaction. Both direct and indirect impacts havebeen considered in the analyses

ALTERNATIVE 1 (NO ACTION)

Analysis

Cultural resources would continue to beprotected to the greatest extent permittedunder existing NPS policies and theavailability of funding and NPS staff to carryout protection measures. How ever, currentpractices have the potential to result inminor long-term adverse impacts on theresources.

The current level of preservation treatmentof the council house and the carriage housewould continue as needs arise and fundingpermits in accordance w ith The Secretary ofthe Interior’s Standards for the Treatment ofHistoric Properties. How ever, the lack of acomprehensive preservation maintenanceprogram for the buildings, as w ell as possi-ble increased visitation to the site, couldresult in the loss of some remaining historicfabric.

Impacts on Cultural Resources

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The extant landscape w ould be retained,and the current level of landscapemaintenance w ould be continue as fundingpermits in accordance w ith The Secretary ofthe Interior’s Guidelines for the Treatment ofCultural Landscapes (1996). How ever, thelack of a comprehensive cultural landscapemanagement plan could result in the loss ofsignif icant elements of the site’s historicdesigned landscape.

The current level of historic furnishings/artifacts from the Bethune and NationalCouncil of Negro Women eras w ould beretained and preserved as funding permitsin accordance the National Park ServiceStandards for NPS Museum CollectionsManagement, Director’s Order No. 24, andthe NPS Museum Handbook, Part I. Somepieces w ould continue to be exhibited in thecouncil house, w hile others w ould be placedin NPS storage. How ever, the lack of ahistoric furnishings plan could result in thedisplay of nonhistoric or inappropriatefurnishings and artifacts.

The National Archives of Black Women’sHistory w ould continue to be housed in thecarriage house, a 1890s-era brick buildingthat has capacity, research, processing, andresource protection limitations. Thus, thearchival collections could not be expandedand existing space for researchers using thecollections and for archivists processing thecollections w ould remain limited. Thearchives would continue to be housed in abuilding that is not in accord w ith thestandards established by the NPS RecordsManagement Guideline, Director’s OrderNo. 19, and the National Archives andRecords administration. If funds becameavailable to add a f ire protection system, avapor barrier, and insulation, the archiveswould be housed in a space that w as inaccord with these standards, which wouldresult in longer-tem major beneficialimpacts.

Cumulative Impacts

Rehabilitation and preservation mainte-nance efforts at the council house since themid-1970s, along w ith listing of the LoganCircle Historic District in the NationalRegister of Historic Places and recent andongoing preservation efforts by privateproperty ow ners in the district, have hadlong-term beneficial cumulative impacts onthe national historic site and its surroundingarea. Implementation of this alternativewould continue these programs andmoderate cumulative beneficial impacts areanticipated in the future.

Conclusion

The continued implementation of NPSpolicies w ould help protect and preservecultural resources at the national historicsite to the extent permitted under currentand projected funding/staff ing levels.How ever, if visitation to the historic siteincreases, there would be a correspondingincrease in the potential for adverse effectson the historic integrity of the structures,historic furnishings/artifacts, and landscape.

Unless the funds became available toupgrade the carriage house, the inability toexpand, process, and preserve the archivesfor research use w ould continue to posemajor cultural resource management issuesfor NPS management into the future andwould have moderate to major long-termadverse impacts on the expansion,preservation, and use of the collections.

Ongoing rehabilitat ion and maintenanceefforts would have minor long-term bene-ficial impacts on the structures, landscape,and historic furnishings/ artifacts at thenational historic site, resulting in a limiteddegree of cultural resource preservation.NPS staff w ould continue to conductresource protection to the greatest extentpermitted under existing policies andfunding and staff ing levels.


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Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in theestablishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or otherrelevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith cultural resourcesunder this alternative.

Section 106 Summary

Under regulations of the Advisory Council ofHistoric Preservation (36 CFR 800.9)addressing the criteria of effect and adverseeffect, actions proposed under this couldadversely affect signif icant historic proper-ties. The lack of a comprehensive preser-vation maintenance program for thebuildings, as w ell as possible increasedvisitation to the site, could result in the lossof some remaining historic fabric, and thushave an adverse effect on the buildings’signif icant documented architectural values.The site’s historic designed landscape couldbe adversely affected, because the lack of acomprehensive cultural landscape manage-ment plan could result in the loss ofsignif icant elements of the landscape. Thearchives could be adversely affectedbecause they w ould continue to be housedin a building that is not in accord w ith thestandards established by the NPS RecordsManagement Guideline (Director’s OrderNo. 19) and the National Archives andRecords Administration. No adverse effectson the site’s historic furnishings/ artifactswould result from implementing thisalternative, although lack of a historicfurnishings plan could result in the display of

nonhistoric or inappropriate furnishings andartifacts.

ALTERNATIVE 2 − (PREFERRED)

Analysis

This alternative w ould be expected to resultin greater protection of cultural resourcesthan w ould occur under alternative 1.Undertakings under this alternative w ouldenable NPS staff to more proactively andeffectively conduct cultural resourcepreservation programs.

In addit ion to the continuation of NPScultural resource preservation policies andprograms, NPS staff, along w ith partners,would prepare a historic structure report andinit iate an enhanced cyclic maintenancepreservation program to protect the historicarchitectural values of the council houseand the carriage house. Functions in thecouncil house w ould be simplif ied to elimi-nate conflicts betw een administrative andvisitor activities, thus affording better protec-tion of the structure’s historic fabric at thesite. Some minor long-term adverse impactswould result from the addition of doorw ayson each f loor of the council house to provideaccess from the new elevator in the adja-cent row house, but the structure’s docu-mented architectural values that contributeto its listing on the National Register ofHistoric Places w ould not be affected.Adding an elevator to the adjacent rowhouse w ould not affect that structure’shistoric façade.

The preparation of a cultural landscapereport and implementation of its recom-mendations w ould help protect anyremaining elements of the site’s historicdesigned landscape.

Historic furnishings and exhibits w ould beenhanced by the preparation and imple-mentation of exhibit and historic furnishings


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plans designed to guide their acquisition,preservation, and use.

Rehabilitation of the carriage house interiorwould provide a modern state-of-the-artarchival/research repository that meetsmodern professional archival standards.The facility, along w ith offsite leased space,would provide improved preservation of thearchival collections and additional space forexpanding, processing, and researching thearchival collections.

Cumulative Impacts

Historic resources at the national historicsite have been lost or damaged throughpast development, visitor use, and naturalevents. Further adverse effects mightaccompany possible increased levels ofvisitors and researchers if this alternativewere implemented. How ever, in conjunctionwith NPS policies for preserving andprotecting cultural resources, measures toprovide additional facilit ies for visitororientation/education and establishment/implementation of systematic resourcemanagement approaches under this alter-native (e.g., a comprehensive preservationstructural maintenance program andupgrading archival facilities and services tomeet professional standards, etc.) wouldenable the National Park Service toproactively manage and protect culturalresources. This w ould provide long-termmajor beneficial effects.

Structural and landscape rehabilitat ionprograms and ongoing preservation effortsat the council house since the mid-1970s,along w ith recent and ongoing preservationefforts by private property owners in thesurrounding Logan Circle Historic District,have had beneficial cumulative impacts onthe national historic site and its surroundingarea. Implementation of this alternativewould add to these beneficial impacts in thefuture by providing addit ional facilities forvisitor orientation/education and establish-

ment/implementation of systematic resourcemanagement approaches (e.g., a cyclicpreservation structural maintenanceprogram and upgrading archival facilitiesand services to meet professionalstandards, etc.).

Conclusion

Implementing this alternative w ould beexpected to have minor long-term adverseimpacts on the council house and adjacenthistoric property due to the addit ion of door-ways to the council house and an elevatorand doorw ays in the adjacent property.How ever, implementing alternative 2 w ouldprovide long-term major benefits for pre-serving and protecting cultural resources,including the site’s structures, landscape,historic furnishings/artifacts, and archivalcollections. The council house’s docu-mented architectural values that contributeto its listing on the National Register ofHistoric Places w ould be preserved.

Systematic resource managementapproaches, improved cultural resourcepreservation/maintenance programs, andrenovated facilities w ould result in long-termbeneficial impacts. NPS staff would be in abetter position to proactively manage andprotect cultural resources by implementingthis alternative than under the no-actionalternative.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in theestablishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or other


88

relevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith cultural resourcesunder this alternative.

Section 106 Summary

Under regulations of the Advisory Councilon Historic Preservation (36 CFR 800.9)addressing the criteria of effect and adverseeffect, actions proposed under this alterna-tive w ould not have the potential to adverse-ly affect signif icant historic properties. Noadverse effects on the site’s historic struc-tures, designed landscape, furnishings andexhibits, and archival collections w ouldresult from actions proposed under thisalternative.

ALTERNATIVE 3

Analysis

The continuation of NPS cultural resourcepreservation policies and programs and theinit iation of a comprehensive maintenancepreservation program w ould protect thedocumented historic architectural values ofthe council house. The elimination ofconflicts between administrative functionsand visitor activities w ould afford betterprotection of the structure’s historic fabric.The emphasis on activist programs,expanded traveling exhibits, and offsiteprograms might decrease the number ofpersons visiting the site, thus enabling thePark Service to better protect the historicfabric of the council house.

The enlargement and development of thecarriage house into a facility that meetsmodern professional archival standardswould provide additional space onsite forexpanding, processing, researching, andprotecting the archival collections. How ever,enlarging the carriage house could have amajor long-term adverse effect on the

structure because its architectural valuescould be lost.

As in alternative 2, the preparation of exhibitand historic furnishings plans w ould guideacquisition, preservation, and use of historicfurnishings and artifacts as permanent,semipermanent, or traveling exhibits.Because this alternative’s emphasis w ouldbe placed on traveling exhibits, and minimalhistoric furnishings would be exhibited in thecouncil house, opportunit ies for onsitevisitors to experience the house as it w as inBethune’s time w ould be limited.

Cumulative Impacts

Historic resources at the national historicsite have been lost or damaged throughpast development, visitor use, and naturalevents. In conjunction w ith NPS policies forpreserving and protecting cultural resour-ces, establishment/implementation of sys-tematic resource management approachesunder this alternative (i.e., enlarging anddeveloping the carriage house intoresearch/archival repository that meetsprofessional standards, etc.) would enablethe National Park Service to proactivelymanage, protect, and provide long-termmajor beneficial effects on the councilhouse and the archival collections. Becausethis alternative w ould emphasize offsiteoutreach and activist programs, the numberof site visitors would potentially be reduced,thus better enabling the National ParkService to protect the historic fabric of thecouncil house.

Structural and landscape rehabilitat ionprograms and ongoing preservation effortsat the council house since the mid-1970s,along w ith recent and ongoing preservationefforts by private property owners in thesurrounding Logan Circle Historic District,have had beneficial cumulative impacts onthe national historic site and its surroundingarea. Implementation of this alternativewould enhance the ongoing efforts to


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preserve the council house and the archivalcollections.

Conclusion

Implementing this alternative w ould beexpected to have no adverse impacts on thecouncil house and w ould provide long-termmajor benefits for its preservation andprotection.

When historic furnishings and artifacts wereused in traveling exhibits and outreachprograms, their display in the council housewould be minimized, thus removing someobjects from their historic context andnegatively affecting their onsite interpretivevalue.

Systematic resource managementapproaches, improved cultural resourcepreservation/maintenance programs, andrenovated facilities w ould provide beneficialeffects.

Enlarging and developing the carriagehouse into a facility that meets modernprofessional archival standards w ouldprovide additional space onsite forexpanding, processing, researching, andprotecting the archival collections. How ever,enlarging the carriage house could have amajor long-term adverse effect on thestructure because its architectural valuescould be lost.

Locating facilities for expanding, processing,preserving, and using the archival collec-tions onsite w ould enhance the NPS staff ’sability to provide for their management.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in the establish-

ing legislation or proclamation of MaryMcLeod Bethune Council House NationalHistoric Site, (2) key to the cultural integr ityor opportunities for enjoyment of the site, or(3) identif ied as a goal in the site’s generalmanagement plan or other relevant NPSplanning documents, there w ould be noimpairment of site resources or valuesassociated w ith cultural resources underthis alternative.

Section 106 Summary

Under regulations of the Advisory Councilon Historic Preservation (36 CFR 800.9)addressing the criteria of effect and adverseeffect, actions proposed under thisalternative could adversely affect signif icanthistoric properties. The carriage house andthe site’s landscape could be adverselyaffected because enlargement of thecarriage house w ould result in the loss ofthe structure’s architectural values and theloss of elements of the historic designedlandscape. No adverse effects on thecouncil house or the archival collectionswould result from actions proposed underthis alternative. Minimizing display ofhistoric furnishings and artifacts in thecouncil house could result in removingsome objects from their historic context,thus negatively affecting their onsiteinterpretive value.

ALTERNATIVE 4

Analysis

This alternative w ould have the samebeneficial effects on the council house asdescribed in alternatives 2 and 3. Installingan elevator at the rear of the council housewould result in some adverse impacts onthe structure, such as changing its appear-ance and possibly access. How ever, theeffect would be minor because this portionof the house has been modif ied in recentyears. Thus, the documented architectural


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values that contribute to the building’s listingon the national register w ould not beaffected.

Demolishing the carriage house andreplacing it w ith a modern building w ouldresult in the loss of the structure. Dependingon the configuration of new construction,one or tw o elevators would be added toprovide access to both the council houseand the carriage house. If required, anelevator w ould be added to the backporch/patio area of the council house. Thiswould have a minor long-term adverseimpact because it is the portion of the housewith the least historic integrity.

Under this alternative, actions for theacquisition, processing, preservation, anduse of the archival collections w ould betransferred offsite via contract to aprofessional archival/research repository.This w ould provide a better (than present)physical environment for the archivalcollections and allow for expansion as thecollections grow .

The preparation and implementation of anexhibit plan and a historic furnishings planwould enhance acquisition, preservation,and use of historic furnishings pieces andartifacts throughout the council house,enabling this structure to serve as anauthentic historic house museum for visitoreducation and enjoyment. Thus, this alter-native w ould provide for the greatest degreeof preserving historic furnishings and arti-facts and of interpreting them w ithin theirhistoric context.

The preparation of a cultural landscapereport and the restoration/ maintenance ofthe landscape as recommended in thisdocument w ould provide for the greatestdegree of preservation of the historicdesigned landscape compared to the otheralternatives evaluated in this document.

Cumulative Impacts

Historic resources have been lost ordamaged at the national historic sitethrough past development, visitor use, andnatural events. In conjunction w ith NPSpolicies for preserving and protectingcultural resources, the establishment/implementation of systematic resourcemanagement approaches under thisalternative (preserving and adaptively usingthe council house as a historic housemuseum w ith an extensive display ofhistoric furnishings/artifacts, preserving thearchival collections in a professionalarchival/research repository, restoring thelandscape based on cultural landscapereport recommendations, etc.) w ould enablethe National Park Service to proactivelymanage, protect, and provide long-termmajor beneficial effects.

Because the archival collections w ould betransferred offsite via contract to a pro-fessional archival/ research repository, theirphysical historic link to the national historicsite w ould be severed. In comparison w iththe other alternatives, this alternative w ouldprovide for the greatest degree of acquiring,preserving, and interpreting historicfurnishings/artifacts in the council housewithin the context of a historic housemuseum.

Because the carriage house w ould bedemolished and replaced by a newstructure, this alternative w ould result in amajor long-term adverse impact on thatstructure.

Structural and landscape rehabilitat ionprograms and ongoing preservation effortsat the council house since the mid-1970s,along w ith recent and ongoing preservationefforts by private property owners in thesurrounding Logan Circle Historic District,have had beneficial cumulative impacts onthe national historic site and its surroundingarea. Implementing this alternative w ouldadd to these beneficial effects in the future


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by preserving and adaptively using thecouncil house as a historic house museumfeaturing an extensive display of historicfurnishings/artifacts, and by restoring thelandscape based on cultural landscapereport recommendations.

Conclusion

Implementing this alternative w ould providelong-term moderate to major benefits forpreserving and protecting the council house,archival collections, historic furnishings/artifacts, and landscape at the nationalhistoric site.

The installat ion of an elevator at the rear ofthe council house w ould result in somelong-term minor adverse impacts on thestructure, but the building’s documentedarchitectural values that contribute to itslisting on the National Register of HistoricPlaces w ould not be affected. How ever,demolit ion of the carriage house and itsreplacement w ith a modern structure w ouldconstitute a major long-term adverse effect.

Systematic resource managementapproaches, improved cultural resourcepreservation/ maintenance programs, andrenovated facilities w ould provide positivebeneficial impacts.

The National Park Service’s ability toproactively manage preservation programsfor these cultural resources would beenhanced.

Impairment

Because there w ould be no major adverseimpacts on resources or values directly

related to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in theestablishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or otherrelevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith cultural resourcesunder this alternative.

Section 106 Summary

Under regulations of the Advisory Councilon Historic Preservation (36 CFR 800.9)addressing the criteria of effect and adverseeffect, actions proposed under this alterna-tive could adversely affect signif icant his-toric properties. Demolit ion of the carriagehouse and its replacement w ith a modernstructure would constitute an adverse effecton a building that is considered to be eligi-ble for listing on the National Register ofHistoric Places.

Installing an elevator at the rear of thecouncil house w ould result in minor adverseimpacts on the structure, but the building’sdocumented architectural values thatcontribute to its listing on the NationalRegister of Historic Places w ould not beaffected.

No other adverse effects on the councilhouse, archival collections, historicfurnishings/ artifacts, and landscape w ouldresult from actions proposed under thisalternative.

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IMPACTS ON VISITOR USE / EXPERIENCE

METHODOLOGY

The impact analysis evaluated the effect offacility space and staff numbers on visitors,and how the alternative actions w ould affectvisitors’ opportunities to learn the stories ofMary McLeod Bethune and her life andtimes.

Intensity

The intensity of the impact considerswhether the impact w ould be negligible,minor, moderate, or major. Negligibleimpacts w ere considered undetectable andwould affect few visitors. Minor impactswere effects on visitor use that w ould beslightly detectable but not expected to affectaccess to and appreciation of primaryresources and/or w ould affect a smallnumber of visitors. Moderate impacts w ouldbe clearly detectable and w ould impactaccess to and appreciation of primaryresources and/or w ould affect an appre-ciable number of visitors. Major impactswould have a substantial inf luence onaccess to and appreciation of primaryresources and/or w ould affect most visitors.

Duration

The duration of the impact considerswhether the impact w ould occur for a shortterm and be temporary in nature andassociated w ith transitional types of activi-ties, or if the impact w ould occur over a longterm and/or have a permanent effect onvisitor use.

Type of Impact

The type of impact refers to whether theimpact on visitor use w ould be beneficial oradverse. Beneficial impacts w ould improve

visitor use and experience. Adverse impactswould negatively alter visitor use.

ALTERNATIVE 1

Analysis

Visitors to the national historic site andthose attending outreach programs w ouldcontinue to benefit from learning about thelife and times of Mary McLeod Bethune.They w ould continue to gain an understand-ing and appreciation of her polit ical activismand her legacy and the role she played infurthering the education of African Ameri-cans in the f irst half of the 20th century.How ever, orientation and education ofvisitors to the council house w ould remainless comprehensive than desired w ithcurrent staff numbers and limited space fororientation and exhibits. Crow ding w ouldcontinue to occur during periods of highervisitation, especially w hen a large tour ormore than one tour arrives at the sametime. The number of outreach programs forschools and other groups w ould remain atcurrent levels.

Staff ing numbers w ould remain at the cur-rent level, and rangers w ould continue tolead scheduled guided tours for groups, andas time permitted, to other visitors. Thepotential w ould exist for some visitors to beunable to go on a tour if appropriate person-nel are conducting other tours or are aw ayfrom the site. The physical limitations of thehouse and staff numbers w ould continue tohave long-term moderate adverse impactson visitors’ opportunities to experience in-depth the stories of Dr. Bethune and thecouncil house.

The council house and second f loor of thecarriage house w ould remain inaccessibleto visitors w ith mobility limitations. Visitors inthis segment of the population w ould

Impacts on Visitor Use / Experience

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continue to be unable to experienceinterpretive opportunit ies on the secondfloor of the house. The single toilet restroomon the second f loor also w ould continue tobe inaccessible to visitors w ho are mobilitydisabled. Parking w ould remain very limited,causing an inconvenience to visitors w hoarrive by private automobiles. In addition,the council house w ould remain inadequateto handle large numbers of people w hoarrive at the same time � such as tourgroups that make up the greater part ofvisitor numbers. Lack of accessibility forvisitors w ith disabilities, parking, andlimitations of current facilities w ouldcontinue to have long-term major adverseimpacts on the visitor experience.

Cumulative Impacts

Mary McLeod Bethune National Historic Siteis one of the sites on the self-guided tour,Dupont-Kalorama Museum Walk, and alsois part of the Washington, D.C., BlackHistory National Recreation Trail, w hich ispart of the national trails system. Participa-tion in these tours w ould continue to providean avenue to make visitors aw are of thenational historic site and its importance inAfrican American history. Visitors wouldcontinue to have the opportunity to learnthrough various sources about Bethune’slife and times and her contributions as apolit ical activist to education and society ingeneral. Information, orientation, andinterpretive programs, and activities at thesite, combined w ith similar existing activitiesat other sites, w ould continue to result invisitors having opportunities to gain abroader know ledge of African Americanstories in the D.C. area and result incontinuing moderate long-term beneficialcumulative impacts on the overall visitorexperience.

Conclusion

Due to limitations of staff numbers andspace, orientation and interpretive programswould continue to be less comprehensivethan desired, crow ding during tours w ouldcontinue to occur, and outreach programswould not be enhanced. Visitors w ithmobility disabilities w ould have diff icultyaccessing the site, and restroom facilit ieswould remain minimal and inadequate tohandle visitor numbers. Implementingalternative 1 w ould have moderate to majorlong-term adverse impacts on the quality ofthe visitor experience.

With continuing opportunit ies to tour othermuseums and African American sites,visitors would could gain a broader know -ledge of African American stories in theD.C. area, result ing in continuing moderatelong-term beneficial cumulative impacts onthe overall visitor experience.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in the establish-ing legislation or proclamation of MaryMcLeod Bethune Council House NationalHistoric Site, (2) key to the cultural integr ityor opportunities for enjoyment of the site, or(3) identif ied as a goal in the site’s generalmanagement plan or other relevant NPSplanning documents, there w ould be noimpairment of site resources or valuesassociated w ith visitor experience under thisalternative.

ALTERNATIVE 2 (PREFERRED)

Analysis

Acquiring an addit ional property w ouldenhance the visitor experience. Increased


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space would provide an orientation area forgroups and more space to enlarge thescope and number of exhibits, includingchanging exhibits. Added space for exhibitswould permit the presentation of a broad butcomprehensive interpretation of Dr.Bethune’s accomplishments and contribu-tions. Additional space w ould reducecrowding during tours and provide morerestroom facilities. A separation of sitefunctions would be possible w ith morespace, and there w ould be fewer intrusionsinto the visitor experience by administrativeactivities.

Increased staff numbers w ould permit agreater number of visitors than currentlypossible to experience a guided tour andgain a comprehensive understanding ofsignif icant stories of the historic site. Alarger staff would be able to contact a w ideraudience of people in the schools and thecommunity through the outreach programand to create new interpretive programs andchanging exhibits, some of w hich w ould befrom research on archival materials, on aregular basis. Providing researchers w ith astate-of-the-art work area w ould expeditetheir research efforts. Information on theInternet w ould provide addit ional andalternative opportunities for both research-ers and other visitors. An increase in space,staff ing levels, and research opportunitieswould have long-term moderate beneficialimpacts on the quality of visitor experience.

Parking w ould be as diff icult to f ind as inalternative 1, resulting in an inconvenienceto visitors arriving in private automobiles.Lack of parking space w ould have a long-term moderate adverse impact on thesevisitors.

Cumulative Impacts

Mary McLeod Bethune National Historic Siteis one of the sites on the self-guided tour,Dupont-Kalorama Museum Walk, and alsois part of the Washington, D.C., Black

History National Recreation Trail, w hich ispart of the national tails system. Participa-tion in these tours w ould provide an avenueto make visitors aw are of the nationalhistoric site and its importance in AfricanAmerican history. Visitors would have theopportunity to learn through various sourcesabout Bethune’s life and t imes and her con-tributions as a political activist to educationand society in general. Information, orienta-tion, and interpretive programs and activitiesat the site, combined w ith similar activit iesat other sites, w ould result in visitors gaininga broader know ledge of African Americanstories in the D.C. area and result inmoderate long-term beneficial cumulativeimpacts on the overall visitor experience.

Conclusion

Increased space w ould provide an orienta-tion area for groups and more space toenlarge the scope and number of exhibits,including changing exhibits. Crow ding w ouldbe reduced, more and accessible restroomfacilities w ould be available, and more visi-tors than currently would have the oppor-tunity to gain in-depth know ledge of Dr.Bethune and her accomplishments. With anincrease in staff, more visitors w ould haveguided tour opportunities, and the outreachprogram w ould be expanded. Added space,increased staff, and more opportunit ies foreducation w ould have moderate long-termbeneficial impacts on the quality of thevisitor experience.

Research efforts would be expedited, andopportunities for information w ould begreatly enhanced (onsite and over theInternet) w ith more staff and improvedtechnology. There w ould be long-termmoderate beneficial impacts on the qualityof the visitor experience.

As a result of opportunities to tour othermuseums and African American sites,visitors would gain a broad know ledge ofAfrican American stories in the D.C. area,


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resulting in moderate long-term beneficialcumulative impacts on the overall visitorexperience.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in theestablishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or otherrelevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith visitor experienceunder this alternative.

ALTERNATIVE 3

Analysis

As in alternative 2, acquiring or leasing anadditional property w ould enhance thevisitor experience. Increased space w ouldprovide an orientation area for groups andmore space to enlarge the scope andnumber of exhibits, including changingexhibits. Added space for exhibits w ouldpermit the presentation of a broad interpre-tation of Dr. Bethune’s accomplishmentsand contributions, focusing on her role asan activist. An additional property w ouldprovide space for groups to meet, conductworkshops, and provide lectures andactivities w ithin the historic site’s goals forsocial consciousness, but the council housewould still remain inaccessible for visitorswith mobility disabilities. An area forprogrammatic interpretation w ould allowthese visitors to learn about the site moreeasily than they can now . Added spacewould reduce crowding during tours. Forvisitor convenience, restroom facilities

would be provided in the same location asthe orientation area. A separation of sitefunctions would be possible w ith morespace and result in few er intrusions into thevisitor experience by administrativeactivities than is currently possible. Leasedspace could include a parking area, w hichwould be a minor long-term beneficialimpact on visitors by increasing availabilityof parking.

A larger staff would be able to contact awider audience of people in the communityand schools through an in-depth expandedoutreach program, new interpretive pro-grams, and changing exhibits on a regularbasis. The implementation of this alternativewould have a moderate adverse impact onvisitors who w ere expecting a traditionalhouse tour and a moderate beneficialimpact on visitors or community membersinvolved in special w orkshops or programs.

The onsite interpretive program w ould beprimarily self-guided. Some visitors mightnot have the opportunity for a guided tour,but the special programs and the permanentand changing exhibits w ould provide visitorswith a comprehensive presentation of storyelements. Outreach programs w ould begreatly expanded providing a major benefitto schools and local groups. An increase inspace and staff ing levels w ould have long-term moderate beneficial impacts on thequality of visitor experience.

Cumulative Impacts

Mary McLeod Bethune National Historic Siteis one of the sites on the self-guided tour,Dupont-Kalorama Museum Walk, and alsois part of the Washington, D.C., BlackHistory National Recreation Trail, w hich ispart of the national trails system. Participa-tion in these tours w ould provide an avenueto make visitors aw are of the nationalhistoric site and its importance in AfricanAmerican history. Visitors would have theopportunity to learn through various sources


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about Bethune’s life and t imes and her con-tributions as a political activist to educationand society in general. Information, orienta-tion, and interpretive programs and activitiesat the site, combined w ith similar activit iesat other sites, w ould result in opportunit iesfor visitors to gain broad know ledge ofAfrican American stories in the D.C. areaand result in moderate long-term beneficialcumulative impacts on the overall visitorexperience.

Conclusion

Increased space w ould provide anorientation area for groups, more space toenlarge the scope and number of exhibits,and space for activist/community programs.An area for programmatic interpretationwould accommodate visitors w ith mobilitydisabilities. Crow ding would be reduced,more restroom facilities w ould be available,and more visitors than currently w ould havethe opportunity to gain in-depth know ledgeof Dr. Bethune and her accomplishments.With an increase in staff, more visitors thanare currently contacted would benefit froman expanded and comprehensive outreachprogram. If space is leased in a nearbyoff ice, parking might be available forvisitors. Added space and increased staffwould have moderate long-term beneficialimpacts on the quality of the visitorexperience.

As a result of opportunities to tour othermuseums and African American sites,visitors would gain a broader know ledge ofAfrican American stories in the D.C. area,resulting in moderate long-term beneficialcumulative impacts on the overall visitorexperience.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site and

whose conservation is (1) necessary to fulf illspecif ic purposes identif ied in theestablishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or otherrelevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith visitor experienceunder this alternative.

ALTERNATIVE 4

Analysis

Visitors to the council house w ould benefitfrom a ‘tradit ional’ cultural park experiencewith primarily permanent exhibits includinghistoric furnishings and some changingexhibits such as archival materials. Interpre-tive media, including electronic exhibits,would focus on and help visitors understandDr. Bethune in the context of her era andthe long-lasting influence of heraccomplishments.

Moving the archival collections offsite andconstructing a building behind the councilhouse w ould enhance the visitor experienceby increasing space at the national historicsite. Increased space w ould provide anorientation area for groups and more spaceto enlarge the scope and number ofexhibits. More space for exhibits w ouldpermit a comprehensive interpretation of Dr.Bethune’s accomplishments and contribu-tions. Added space w ould also reducecrowding during tours and provide morerestroom facilities. A separation of sitefunctions would be possible w ith morespace and result in few er intrusions into thevisitor experience by administrativeactivities than is currently possible.

Parking space w ould be as diff icult to f indas in alternative 1, result ing in an inconveni-ence to visitors arriving by private


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automobile � a long-term moderate adverseimpact.

An elevator at the back of the house and/orthe new building w ould make the councilhouse handicapped accessible and allowvisitors w ith mobility disabilities to experi-ence the site more easily than they cannow . This action w ould have major long-term beneficial impacts on this segment ofthe population.

Staff ing numbers w ould be one more thanthe current level, and rangers w ould leadscheduled guided tours for groups and, astime permitted, for other visitors. Somevisitors might be unable to experience a tourif appropriate personnel are conductingother tours or are aw ay from the site.Traveling exhibits w ould enable communitygroups to learn about Dr. Bethune w ithoutvisiting the site, but the programs w ould besomew hat limited w ith minimal staff. Thelevel of staff numbers w ould result inmoderate long-term adverse impacts onvisitors’ opportunities to experience the siteand its stories. Overall, implementingalternative 4 w ould have long-term minorbeneficial impacts on the visitor experience.

Cumulative Impacts

Mary McLeod Bethune National Historic Siteis one of the sites on the self-guided tour,Dupont-Kalorama Museum Walk, and alsois part of the Washington, D.C., BlackHistory National Recreation Trail, w hich ispart of the national trails system. Participa-tion in these tours w ould provide an avenueto make visitors aw are of the nationalhistoric site and its importance in AfricanAmerican history. Visitors would have theopportunity to learn through various sourcesabout Bethune’s life and t imes and her con-tributions as a political activist to educationand society in general. Information, orienta-tion, and interpretive programs and activitiesat the site, combined w ith similar activit iesat other sites, w ould result in visitors having

opportunities to gain a broad know ledge ofAfrican American stories in the D.C. areaand moderate long-term beneficial cumu-lative impacts on the overall visitorexperience.

Conclusion

Visitors to the council house w ould benefitfrom a ‘tradit ional’ cultural park experiencewith interpretation focusing on Dr. Bethune.There w ould be more space than currentlyavailable for an orientation area andenlarging the scope and number of exhibits,permitting a comprehensive interpretation ofDr. Bethune’s accomplishments and contri-butions. Crow ding during tours w ould bereduced, and there w ould be more restroomfacilities. A separation of site functionswould be possible w ith more space andresult in few er intrusions into the visitorexperience by administrative activities thanis currently possible. The result w ould be amoderate long-term beneficial impact.

An elevator at the back of the house and/orthe new building w ould have major long-term beneficial impacts on visitors w ithmobility disabilities.

Staff ing numbers w ould be one more thanthe current level, w hich w ould slightlyexpand the extent of outreach programsand the number of tours conducted on site.The level of staff numbers w ould result inmoderate long-term adverse impacts onvisitor’s opportunities to experience the siteand its stories, but partners assisting w ithinterpretation activit ies w ould help mitigatethese impacts. Overall, implementingalternative 4 w ould have long-term minorbeneficial impacts on the quality of thevisitor experience.

As a result of continuing opportunit ies totour other museums and African Americansites, visitors would have opportunities togain a broad know ledge of African Americanstories in the D.C. area, resulting in


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moderate long-term beneficial cumulativeimpacts on the overall visitor experience.

Impairment

Because there w ould be no major adverseimpacts on resources or values directlyrelated to the signif icance of the site andwhose conservation is (1) necessary to fulf illspecif ic purposes identif ied in the

establishing legislation or proclamation ofMary McLeod Bethune Council HouseNational Historic Site, (2) key to the culturalintegrity or opportunit ies for enjoyment ofthe site, or (3) identif ied as a goal in thesite’s general management plan or otherrelevant NPS planning documents, therewould be no impairment of site resources orvalues associated w ith visitor experienceunder this alternative.

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IMPACTS ON THE SOCIOECONOMIC ENVIRONM ENT

METHODOLOGY

The impact analysis evaluated three socio-economic areas, including the local econ-omy and population, land use, and visualresources. Quantitative analysis of potentialeffects on socioeconomic areas w as notconducted because the additional cost ofthat analysis w ould not be reasonablyrelated to the expected increase in thequantity and/or quality of relevant informa-tion. The analysis of effects is qualitative,and professional judgement is applied toreach reasonable conclusions as to theintensity and duration of potential impacts.

The impact analysis is based on changes tothe local economy and visual resources asa result of construction activities andchanges to land use w ith the acquisition ofadditional property.

Intensity

The intensity of the impact considerswhether the impact on the socioeconomicenvironment w ould be negligible, minor,moderate, or major. Negligible impacts w ereconsidered undetectable and w ould have nodiscernible effect on the local economy,including employment and retail sales;would not result in incompatible changes toland use trends, and w ould not perceptiblymodify the quality of the visual landscape.Minor impacts w ere effects that would beslightly detectable but not have an overalleffect on the local economy, changes inland use trends, or the quality of the visualscene. Moderate impacts w ould be clearlydetectable and could have an appreciableeffect on the local economy, land usetrends, and the quality of the visual land-scape. Major impacts w ould have a sub-stantial inf luence on and could permanentlyalter the local economy, land use trends,and the quality of the visual landscape.

Duration

The duration of the impact considerswhether the impact w ould occur for a shortterm and be temporary in nature andassociated w ith transitional types ofactivities, or if the impact w ould occur over along term and/or have a permanent effecton the socioeconomic environment.

Type of Impact

Type of impact refers to w hether the impacton the socioeconomic environment w ouldbe beneficial or adverse. Beneficial socio-economic impacts w ould improve localeconomic conditions, such as providing jobsand increasing sales revenue of localbusinesses. Beneficial impacts on land usewould include those changes that w ould becompatible w ith local land use plans, regula-tions, and trends. Impacts beneficial tovisual quality w ould improve the streetscapethrough maintenance activities and efforts topreserve historic character.

Adverse socioeconomic impacts w ouldnegatively alter local economic condit ions,including increasing the unemployment rateor decreasing sales revenues to localbusinesses. Adverse impacts on land usewould negatively alter use patterns or resultin new uses that w ould not be compatiblewith current trends. Adverse impacts onvisual quality w ould degrade the scenicresource through lack of maintenance andthe addit ion of modern intrusions.

ALTERNATIVE 1

Analysis

The implementation of alternative 1 w ouldbe expected to result in negligible changesto the socioeconomic environment. Current


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trends in contributions by visitors to the localeconomy w ould likely continue. The historicsite w ould maintain the current configurationof space, and current land use, visualresource conditions, and site access trendswould be expected to continue into thefuture.

Cumulative Impacts

The past and present preservation efforts ofthe historic site along w ith rehabilitation andmaintenance of nearby private propertieshave resulted in major long-term beneficialcumulative impacts on the visual resourcesof the neighborhood. These improvementscould result in increased sales and eco-nomic benefits in the future to commercialproprietors along the street behind thecouncil house as the surrounding neigh-borhood becomes more upscale.

There w ould be no know n cumulativeimpacts on land use because the historicsite w ould maintain its currentlandow nership and visitation patterns.

Conclusion

Impacts on the socioeconomic environmentfrom implementing alternative 1 w ould benegligible because current site operationswould continue.


Analysis

The rehabilitation of the carriage housewould have a minor short-term beneficialeffect on the local economy. The projectwould result in addit ional short-termemployment opportunities in the buildingtrades during the period of construction.Some businesses w ould have an increasein sales for purchases of supplies andequipment for construction activities.

Relative to the local employment andeconomic base, the economic benefit fromimplementing alternative 2 w ould be short-term and minor.

Construction activities could have short-term adverse impacts on drivers using thealleyw ay behind the council house.Unavoidable inconveniences such asconstruction vehicles blocking access tosome residences and businesses along thealley w ould result in temporary delays andpossible traff ic congestion. How ever,construction activities w ould be conductedto ensure the least possible restriction toneighborhood residences and businesses.Safety and convenience of the generalpublic and residents w ould be provided atall possible times. An increase in ambientnoise and a sense of loss of privacy forresidents w ould likely occur in the immedi-ate neighborhood as a result of constructionactivities. Inconveniences and noise w ouldbe temporary, and adverse impacts w ouldbe minor.

Under alternative 2, the Park Service w ouldpursue acquiring the property adjacent tothe council house to provide space foradministrative off ices and visitor services.The private property w ould be purchased atfair market value, result ing in monetarybenefit to the landow ner. The propertywould be removed from the local real estatetax rolls, resulting in a corresponding loss ofrevenue to the community. Although theloss of tax revenue would be long term andadverse, it w ould be minor relative to theoverall tax base. The sale of the propertywould result in a minor short-term beneficialeconomic impact for the current propertyow ner.

Acquisition of the adjacent property w ouldresult in a decrease in land available forresidential use w ithin the neighborhood andpreclude the possibility of future privatedevelopment. Use of the land w ould changefrom a residential function to public parkuse. The administration and visitor services

Impacts on the Socioeconomic Environment

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facility w ould remain compatible w ithadjacent land uses in the neighborhood. Inaddition, there w ould be no know n conflictwith land use plans or regulations. Theimpacts of alternative 2 on land use w ouldbe beneficial, long-term, and minor.

Implementing alternative 2 w ould likelydisplace one or more occupants in astructure. The relocation w ould be a short-term major disruption to those having tomove. How ever, the sense of disruptionwould decrease over time as relocateesadjust to a new home and surroundings.

Economic impacts on residential relocateeswould be negligible. Eligible residents w ouldreceive federal relocation assistancethrough the Uniform Relocation Assistanceand Real Properties Acquisition Act of 1970,Public Law 91-646, w hich ensures thatresidential relocatees w ould be offereddecent, safe, and sanitary housing w ithintheir f inancial means. The program rendersassistance in determining eligibility andrelocation needs, provides information onavailability and prices of comparablehousing, ensures availability of comparabledw ellings, and provides advisory services tominimize relocatees’ adjustment to a newlocation.

Beneficial impacts on visual resourceswould be anticipated from implementingalternative 2. Treatment of an acquiredbuilding w ould be according to NPSmaintenance and preservation guidelines. Ifthe property w ere from the Victorian era,acquisition w ould help preserve thecharacter of the historic district and result ina long-term beneficial effect on theneighborhood’s visual resources.

Cumulative Impacts

Past, present and potential future rehabili-tation efforts by private ow ners are resultingin an upscale neighborhood, w hich is likelyto price some of the current residents out of

the rental market. The removal of anotherresidential property from this market by thePark Service w ould contribute to the lack ofaffordable housing for some people.Relative to the overall housing availability,implementing alternative 2 w ould have aminor, short-term, adverse cumulativeimpact on some people.

A nearby hotel is being converted intocondominiums, and more apartments arebeing constructed in the neighborhood,which w ill provide additional housing units.How ever, the market value of theseproperties is unknow n at this time. As aresult, more people w ill be living in theneighborhood and in the event that anincrease in visitor numbers occurs, therewould be greater competition for parkingspace. Implementing alternative 2 w ouldhave major long-term adverse cumulativeimpacts on local parking availability.

The past and present preservation efforts ofthe historic site along w ith rehabilitation andmaintenance of nearby private propertieshave resulted in major long-term beneficialcumulative impacts on the visual resourcesof the neighborhood. Improvements includeincreased maintenance, compliance w iththe historic attributes of the neighborhood,and renovation of façades and front yards.These improvements could result inincreased sales and economic benefits inthe future to commercial proprietors alongthe street behind the council house, as theneighborhood becomes more upscale.

Conclusion

Rehabilitation of the carriage house w ouldhave minor short-term benefits on the localeconomy w ith an increase in employmentopportunities and sales of materials duringthe construction period. An increase innoise and possible delays from constructiontraff ic would result in temporary and minorinconveniences in the neighborhood. Thisalternative potentially w ould require the


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relocation of occupants of the adjacentresidence, resulting in minor to majoradverse impacts on current occupants ofthe property. Land use w ould change to thatof a public, park use, and beneficial impactson the appearance of the neighborhoodproperties w ould be expected.

ALTERNATIVE 3

Analysis

As in alternative 2, rehabilitat ion andexpansion of the carriage house w ould havea minor short-term beneficial effect on thelocal economy. The project w ould result inadditional employment opportunities and anincrease in sales in the building tradesduring the period of construction. Relative tothe local employment and economic base,the economic benefit from implementingalternative 3 w ould be short-term and minor.

Construction activities w ould have the sameshort-term adverse impacts as alternative 2on neighborhood traff ic, with unavoidabledelays and possible traff ic congestion.How ever, safety and convenience of thegeneral public and residents w ould beprovided at all possible times. An increasein ambient noise and a sense of loss ofprivacy for residents w ould likely occur inthe immediate neighborhood as a result ofconstruction activities. Inconveniences andnoise w ould be temporary, and adverseimpacts w ould be minor.

Under alternative 3, the Park Service w ouldpursue acquiring or leasing a property nearthe council house to provide space foradministrative off ices and visitor services.The purchase of private property wouldhave the same economic impacts asalternative 2. The seller(s) would benefitmonetarily w ith a sale at fair market value.The property w ould be removed from thelocal real estate tax rolls, but the loss of taxrevenue w ould be minor relative to theoverall tax base.

The acquisit ion of a property w ould result ina decrease in land available for residentialor commercial use w ithin the neighborhoodand preclude the possibility of future devel-opment. Use of the land w ould change froma residential or commercial function topublic park use, but the administration andvisitor services facility w ould remaincompatible w ith adjacent land uses in theneighborhood. In addit ion, there w ould beno know n conflict w ith land use plans orregulations. Leasing w ould have the sameimpacts except that the possibility of futuredevelopment w ould not be precluded. Theimpacts of alternative 3 on land use w ouldbe long-term, beneficial, and minor.

As in alternative 2, implementing alternative3 w ould likely displace one or moreoccupants in a structure. Eligible residentswould receive federal relocation assistanceunder the Uniform Relocation Assistanceand Real Properties Acquisition Act of 1970,and economic impacts on residentialrelocatees w ould be negligible.

If the property that w as acquired or leasedhouses a business, the relocation assist-ance program includes provisions formoving costs of personal property,expenses in searching for a replacementsite, and necessary expenses for reestab-lishment at the new site. Businesses suchas stores and service establishments thatrely on a customer base from the immediatesurrounding area potentially w ould experi-ence short-term to long-term major adverseeconomic impacts if a comparable site forrelocation is not available nearby. Impactswould be short-term and minor to thosearea-dependent businesses that w ould beable to relocate w ithin the same neighbor-hood. It is possible that the impact couldbecome long term if the business relocatesto an inconvenient site that results in theloss of a major portion of the customerbase. Customers might experience minorlong-term adverse impacts such as theinconvenience of requiring more time totravel to more distant locations.


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Beneficial impacts on the appearance of theneighborhood properties w ould be antici-pated from implementing alternative 3.Treatment of an acquired building w ould beaccording to NPS maintenance and preser-vation guidelines. Acquisition or leasingwould be anticipated to help preserve thecharacter of the historic district and result ina long-term beneficial effect on theneighborhood’s visual resources.

Some lifestyle and social changes mightresult from visitors walking or otherw isetraveling betw een the council house and anearby property, particularly w ith respect toneighborhood residents. Potential impactsmight include a loss of privacy for neighborsand possible trespass by visitors. How ever,because of the urban character of the area,the magnitude of these adverse changeswould be anticipated to be short-term andminor.

Cumulative Impacts

Past, present and potential future rehabili-tation efforts by private ow ners are resultingin an upscale neighborhood, w hich is likelyto price some of the current residents out ofthe housing market. The removal of anotherresidential property from this market by thePark Service w ould contribute to the lack ofaffordable housing. Relative to the overallhousing availability, implementing alterna-tive 3 w ould contribute to an increase inlocal property values and have a moderatelong-term adverse cumulative impacts onsome residents.

A nearby hotel is being converted intocondominiums, and more apartments arebeing constructed in the neighborhood,which w ill provide additional housing units.How ever, the market value of theseproperties is unknow n at this time. As aresult, more people w ill be living in theneighborhood and in the event that anincrease in visitor numbers occurs, therewould be greater competition for parking

space. Implementing alternative 3 w ouldhave major long-term adverse cumulativeimpacts on local parking availability.

The past and present preservation efforts ofthe historic site along w ith rehabilitation andmaintenance of nearby private propertieshave resulted in major long-term beneficialcumulative impacts on the visual resourcesof the neighborhood. These improvementscould result in economic benefits in thefuture to commercial proprietors along thestreet behind the council house.

Conclusion

Rehabilitation and expansion of the carriagehouse w ould have minor short-term benefitson the local economy. An increase inemployment opportunities and sales ofmater ials w ould occur during the construc-tion period. An increase in noise and pos-sible delays from construction traff ic wouldresult in temporary and minor inconveni-ences in the neighborhood. This alternativepotentially w ould require the relocation ofoccupants of a nearby residence or busi-ness resulting in minor to major and short-to long-term adverse impacts on theseoccupants. Land use w ould change to thatof a public, park use, and beneficial impactson the appearance of the neighborhoodproperties w ould be expected.

ALTERNATIVE 4

Analysis

Similar to construction activity impacts inalternatives 2 and 3, removing the carriagehouse and building a new structure behindthe council house w ould have a minor short-term beneficial effect on the local economy.The project w ould result in addit ionalemployment opportunities and an increasein sales in the building trades during theperiod of construction. Relative to the localemployment and economic base, the


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economic benefit from implementingalternative 4 w ould be short-term and minor.

Construction activities w ould have the sameshort-term adverse impacts as alternatives2 and 3 on neighborhood traff ic w ithunavoidable delays and possible traff iccongestion. How ever, safety and conveni-ence of the general public and residentswould be provided at all possible t imes. Anincrease in ambient noise and a sense ofloss of privacy for residents would likelyoccur in the immediate neighborhood as aresult of construction activities. Inconveni-ences and noise w ould be temporary, andadverse impacts w ould be minor.

Removing the carriage house from the rearproperty line could open a view from groundlevel to the garages across the alley fromthe historic site and to the space that w ouldbecome available for parking. If the newbuilding w ere constructed directly behindthe council house in the space of the court-yard, the sense of tw o spatially separatedbuildings w ould be replaced w ith a feeling ofenclosure and structural development.Construction in this location w ould eliminatethe secluded residential patio. The newstructure would be compatible w ith thearchitectural style of the council house.Structure and landscape treatments varybehind nearby row houses. None of thesechanges w ould be visible from the street(because the council house is a row house).Only people using the alley and the tw oadjacent neighbors w ould be impacted.Implementing alternative 4 w ould result inlong-term minor adverse impacts on visualresources from w ithin and outside thehistoric site.

Leasing an established facility for storingarchival collections w ould have negligibleimpacts on the socioeconomic environment.How ever, if an established facility w ere notavailable, leasing another property w ouldhave negligible to minor long-term impactson land use depending upon land use in thesurrounding area. Changing land use from

commercial to public w ould have negligibleimpacts, w hereas changing land use fromresidential to public w ould be a minorimpact. Depending on the existing land usemix and specif ic neighborhood, this impactcould be adverse or beneficial. Although thenumbers w ould be anticipated to be small,staff and researchers arriving at the facilityin a residential neighborhood w ould havehigher visibility than in a commercial area. Achange in land use, w hether from commer-cial or residential, w ould be anticipated toremain compatible w ith adjacent land uses,and no conflict w ith land use plans orregulations w ould be expected.

Cumulative Impacts

The past and present preservation efforts ofthe historic site along w ith rehabilitation andmaintenance of nearby private propertieshave resulted in major long-term beneficialcumulative impacts on the visual resourcesof the neighborhood. These improvementscould result in economic benefits in thefuture to commercial proprietors along thestreet behind the council house.

Conclusion

Removing the carriage house and construc-ting a new building behind the council housewould have minor short-term benefits on thelocal economy. An increase in employmentopportunities and sales of materials w ouldoccur during the construction period. Anincrease in noise and possible delays fromconstruction traff ic would result in temporaryand minor inconveniences in the neighbor-hood. Removal of the carriage house andconstruction of a new building w ould havelong-term minor adverse impacts on visualresources w ithin the historic site byremoving the patio.

Leasing an established facility for storingarchival collections w ould have negligibleimpacts on the socioeconomic environment.


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If leasing a residential or commercialproperty were necessary, negligible to minorchanges to land use w ould occur.

ENVIRONM ENTAL JUSTICE

Under a policy established by the secretaryof the interior to comply w ith ExecutiveOrder 12898 ("Federal Actions to AddressEnvironmental Justice in Minority Popula-tions and Low -Income Populations"),departmental agencies should identify andevaluate, during the scoping and/or plan-ning processes, any anticipated effects,direct or indirect, from the proposed projector action on minority and low -incomepopulations and communit ies, including theequity of the distribution of the benefits andrisks. If any signif icant impacts on minorityand low -income populations and communi-ties w ere identif ied during the scopingand/or planning processes, the environ-mental document should clearly evaluateand state the environmental consequencesof the proposed project or action on minorityand low -income populations andcommunities.

It w as determined that none of the actionsof the alternatives considered in the FinalGeneral Management Plan / EnvironmentalImpact Statement w ould result in majordirect or indirect adverse effects on anyminority or low -income population or com-munity. How ever, NPS acquisition of oneresidence in the neighborhood could resultin a minor impact on a minority or low -income population if the property com-manded relatively low rents. The LoganCircle neighborhood, in w hich the nationalhistoric site is located, has a populationconsisting of mixed racial and economicgroups and a mixture of land use andbuilding condit ions, and the area has beenundergoing revitalization in recent years asa result of restoration and preservationefforts.

The follow ing information contributed to thedetermination that none of the actions of thealternatives w ould result in major direct orindirect adverse effects on any minority orlow-income population or community:

1. The actions proposed in the alterna-tives w ould not result in any identif iableadverse human health effects. Therefore,there w ould be no direct or indirectadverse effects on any minority or low-income population or community.

2. The impacts on the physical environ-ment that w ould result from implementingany of the alternatives w ould not havemajor adverse effects on any minority orlow-income population or community.

3. The alternatives w ould not result inany identif ied adverse effects that w ouldbe specif ic to any minority or low -incomecommunity.

4. The National Park Service has had anactive public participation program andhas equally considered all public inputfrom persons regardless of age, race,income status, or other socioeconomic ordemographic factors.

5. No minority groups in the Logan Circleneighborhood, the District of Columbia,or the National Capital region w ould bedisproportionately affected.

6. Effects on the Logan Circle neighbor-hood, the District of Columbia, and theNational Capital regional socioeconomicenvironment because of implementingthe alternatives w ould be marginallybeneficial and w ould occur over anumber of years. Impacts on the socio-economic environment w ould not beexpected to signif icantly alter thephysical and social structure of thecounty or region.

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IMPACTS ON SITE ADMINISTRATION AND OPERATIONS

METHODOLOGY

Basis of Analysis

Impacts for each alternative w ere evaluatedby assessing changes to operations thatwould be necessary to meet variousoperational requirements outlined in each ofthe alternatives. The effects were comparedto existing operations, facilit ies, and staff ing,which are described in alternative 1.

Intensity

The intensity of the impact considerswhether the impact w ould be negligible,minor, moderate, or major. Negligibleimpacts are considered undetectable andwould have no discernible effect on siteoperating costs, facilities, staff numbers,and staff eff iciency. Minor impacts areeffects on site operations and facilities thatwould be slightly detectable but notexpected to have an overall effect on thecosts or ability of the site staff to provideservices and facilities. Moderate impactswould be clearly detectable and could havean appreciable effect on site operatingcosts, staff eff iciency, and facilities. Majorimpacts w ould have a substantial inf luenceon site operating costs, staff eff iciency.

Duration

The duration of the impact considerswhether the impact w ould occur for a shortterm and be temporary in nature, andassociated w ith transitional types of activi-ties, or if the impact w ould occur over a longterm and/or have a permanent effect on siteoperations and facilities.

Type of Impact

Type of impact refers to w hether theimpacts on site operations and facilit ieswould be beneficial or adverse. Beneficialimpacts w ould improve site operationsand/or facilities. Adverse impacts w ouldnegatively affect site operations and/orfacilities and could hinder the site staff ’sability to provide adequate services andfacilities to visitors.

ALTERNATIVE 1

Analysis

Because no additional property w ould beacquired or leased, the house w ouldcontinue to have insuff icient space for tourgroups, creating noise and disruptions thatdistract the staff. High demand for on-streetparking w ould continue to result in incon-veniences for staff and make access to thesite diff icult. This w ould result in moderateshort-term adverse impacts over a longtime. Also, adequate space for administra-tive functions would continue to be lacking,and the adaptive use of residential spacesresults in ineff icient off ice operations.Maintenance and upkeep of the councilhouse w ould continue as funding permitsand in response to structural deterioration,without a more proactive preservation plan.This w ould result in the continuation ofmoderate long-term adverse impacts.

The archival collections w ould remain in thecarriage house. There w ould be no room forthe storage of expected additional collec-tions. Space for researchers and their w orkwould continue to be inadequate. Theseconditions w ould continue to result inmoderate long-term adverse impacts.

Because of the space, staff, and budgetlimitations, and the continuing conflicts

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betw een administrative and visitor functions,the approach to managing the site,archives, and educational programs is morereactive, w hich decreases overall siteoperational eff iciency.

Because alternative 1 w ould continue cur-rent management policies, there w ould beno change in site operations, staff ing, andfacilities, thus implementing this alternativewould continue to have moderate long-termadverse impacts on operations.

Cumulative Impacts

No know n cumulative impacts on site opera-tions, staff ing, and facilities w ould beexpected. No projects or actions in or out-side the historic site w ould combine w ithactions described in alternative 1 to result incumulative impacts.

Conclusion

Implementing alternative 1 w ould havemoderate long-term adverse impacts on siteadministration and operations. Conflictsresulting from incongruent uses and lack ofspace would continue. The lack of acces-sible access to the council and carriagehouses w ould continue to limit access bymobility impaired employees and visitors.This violates NPS policies.


Analysis

The purchase of the row house adjacent tothe council house w ould double the spaceavailable for the administrative, visitor, andarchive functions. The use of the adjacenthouse to provide an orientation and moviespace for large groups and site admini-strative off ices (upper f loor) would separatethe administrative and visitor functions w hilekeeping the staff together. Orienting visitors

in the adjacent property w ould increase thecarrying capacity of the house to about 180people per day. Three existing parkingspaces would be available on the alley foradministrative use. Using the offsite spaceas a primary storage for the archives wouldleave the carriage house available for useas a research center.

The adjacent row house has a door from thesidew alk to the basement that could serveas an entrance for visitors and employeeswith mobility problems. Use of this rowhouse w ould alleviate the need for makingan entrance into the council house, w hichwould have an adverse impact on thehistoric façades � one reason the LoganCircle Historic District w as formed. Theacquisition of the property, therefore, wouldprovide long-term major benefits for admini-strative staff and researchers accessing thearchives.

The additional space w ould also allow forincreasing the size of the staff. Thisalternative proposes increasing the staff to13 – w hich w ould include an assistant sitemanager, another ranger, a visitor useassistant, a museum educator/ curator, anadditional archivist, an archival technician,and a maintenance w orker. Theseadditional staff members w ould have amajor long-term beneficial impact on moreeff icient site operations and the staff ’s abilityto provide enhanced visitor servicescompared to alternative 1. Moving thearchives to the Museum Resource Centerwould decrease operational eff iciencybecause staff w ould sometimes be requiredto retrieve archival materials from the centerfor researchers at the carriage house. Inaddition, the operating hours w ould beextended to seven days a week. Theincreased long-term costs w ould be a trade-off for the enhanced visitor services.

Doubling the square footage of the sitewould (presumably) double the mainte-nance and utility costs � a major long-termadverse impact. An addit ional full-t ime


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maintenance w orker would be added tohandle the added w ork.

Cumulative Impacts

No know n cumulative impacts on siteoperations, staff ing, and facilities w ould beexpected. No projects or actions onsite oroffsite would combine w ith the actiondescribed in alternative 2 to result incumulative impacts.

Conclusion

The primary functions of the site � themuseum and archives � would receivemajor long-term benefits from implementingthis alternative. They w ould both be able toexpand into much-needed space. Orientingvisitors in large groups in another structurewould help decrease the level of w ear andtear and maintenance for the council house.

Orientation, restrooms, book sales andother visitor services that do not relate tointerpretation and education but create w earon the historic house w ould be moved to thenew space. NPS staff would be providedwith more space, and that space w ould bemore conducive to w ork, free from noiseand unavoidable intrusions from tours andvisitors. Site operational eff iciency would beincreased, along w ith the staff ’s ability toprovide visitor services. Operationaleff iciency for the archives would decreaseslightly due to staff sometimes beingrequired to retrieve archival materials fromthe center. How ever, staff would alsobenefit due to the additional space forprocessing collections. Three parkingspaces for staff would be available in thealley.

With the acquisition of a new building,maintenance and utility costs wouldpresumably double. Addit ional employees(seven) would mean a major long-termadverse impact on the site’s budget but

would be offset by the long-term gain forvisitors from the additional servicesprovided.

ALTERNATIVE 3

Analysis

Acquiring or leasing space near the councilhouse and expanding the existing carriagehouse w ould increase the space availablefor current functions and add an addit ionalroom for activities and w orkshops andseminars � a major long-term benefit inaccommodating site functions.

Using the new area to provide space fororientation, a movie, and comfort stationsfor large groups would have a moderatelong-term benefit on eff iciency by makingthe process easier for site staff. It w ouldalso increase the carrying capacity of thehouse to 180 people per day (as inalternative 2). Using the new space foroff ices and the council house and carriagehouse for ranger staff and archival staffwould cause a minor long-term adverseeffect by segregating the staff by function,therefore adding some communication andoperation impacts, less communicationbetw een functional groups, increasedtransportation time and costs betw een thebuildings, and increased diff iculty gettingstaff together for meetings. How ever, itwould separate the administrative staff fromthe visitor functions, which w ould decreasevisitor noise and interruptions for the staffworking in the off ices. If space is leased in anearby off ice building, parking for staff andvisitors could be provided, resulting inmoderate long-term benefits.

The additional space allows for increasingthe size of the staff. The composit ion of thestaff is directed toward the additionalfunction of setting up and coordinatingprograms. This alternative proposesincreasing the staff to 14. This includes tw orangers because the interpretive function

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occurs in tw o locations, an assistant sitemanager, a program coordinator, aeducation specialist/curator, an additionalsecretary, a maintenance w orker, and avisitor use assistant. These staff memberswould have a moderate long-term beneficialimpact on site operational eff iciency and thestaff ’s ability to provide enhanced visitorservices compared to alternative 1.Increased staff would provide more andvaried programs, including outreachprograms. Additional staff assigned toprimarily administrative functions w ouldprovide other staff time for more in-depthresearch and program development.

Staff would need to be available forprograms outside standard operating hoursto accommodate w orkshops, lectures, andother programs This w ould mean additionalsalary costs but w ould be offset by theopportunities provided to visitors.

Increasing the square footage of the sitewould have major long-term adverseimpacts on site maintenance costs. Theextent of the impact w ould be greatlyaffected by whether the new space isleased or acquired. The new services �workshops and seminars � would increasemaintenance needed for setting up andcleaning up. A maintenance position w ouldbe added to handle the addit ional w ork.

Cumulative Impacts

No know n cumulative impacts on siteoperations, staff ing, and facilities w ould beexpected. No projects or actions onsite oroffsite would combine w ith actionsdescribed in alternative 3 to result incumulative impacts.

Conclusion

Providing additional space for the archivesand site administrative functions, andproviding a new function, programs and

meetings, as w ell as space for that functionwould have moderate long-term beneficialimpacts on site operations. Site operationswould have the necessary space to functioneffectively. If space if leased in a nearbyoff ice, staff parking space might beavailable.

How ever, separating the staff into threelocations w ould be a minor long-termadverse impact on site operations requiringmore effort for communication.

With the acquisition of a new building, andnew programs being given in it, mainte-nance and utility costs would increase.Additional employees (eight) w ould mean amoderate long-term impact on the site’sbudget but w ould be offset by the long-termgain for visitors because of the additionalservices provided.

ALTERNATIVE 4

Analysis

Accommodating the archives offsite in aprofessional archival facility (operated byleased and contracted operator) and demol-ishing the carriage house and reconstruc-ting a building in its location w ould have amoderate long-term beneficial impact onsite operations by providing additionalspace for site functions � off ices, thebookstore, and restrooms. The cost ofoffsite archival storage would increase siteoperating costs. Access and parking w ouldcontinue as they are now � a moderatelong-term adverse impact. Carrying capacityfor the house would continue as in the no-action alternative, w hich w ould continue toresult in inadequate space for administrativefunctions and continued ineff icient off iceoperations.

Replacing the carriage house w ith a newfacility w ould decrease maintenance andutility costs and increase energy eff iciency.Construction of the new carriage house


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could allow for the addition of one or tw oparking spaces. The new spaces wouldaccommodate close accessible parking andparking for one NPS vehicle. This w ouldprovide a long-term minor beneficial impact.

Adding one additional ranger or visitor useassistant w ould have minor long-termadverse impacts on operating costs (w hichwould be a trade-off for slightly increasedoperational eff iciency and staff ability toprovide increased visitor services comparedto alternative 1).

Moving the archives offsite could have amoderate short-term adverse impact onresearchers if they had to travel farther toreach that site or traveled to the councilhouse not know ing that the archives hadbeen moved offsite In addit ion, more of thearchivist’s time w ould be used for researchand interpreting f iles. Some of this lost timewould be balanced by needing less time tomaintain the archival collections, w hichwould be maintained by a contractor. Therewould also be a long-term moderateadverse impact on the site’s operating costsfor leasing the archival storage facility.

Cumulative Impacts

No know n cumulative impacts on siteoperations, staff ing, and facilities w ould beexpected through implementing thisalternative. No projects or actions onsite oroffsite would combine w ith the actionsdescribed in alternative 4 to result incumulative impacts.

Conclusion

The implementation of alternative 4 w ouldhave minor to moderate long-term beneficialimpacts on site operations by providingadditional space for off ices, the bookstore,and restrooms, allow ing for more eff icientfunctioning than alternative 1.

Maintenance of the facility that replaces thecarriage house w ould be easier w ith sus-tainable modern plumbing, a modernheating and ventilat ion system, and modernelectrical circuits. More of the archivists’time w ould be used for research andinterpretation. Maintenance of the archiveswould be improved by contracting thatservice offsite. Visitor services and siteadministration w ould gain space andfunction more eff iciently. The cost of offsitearchival storage and the addit ion of onestaff member w ould increase the site’soperating costs but w ould be offset by theadditional services provided.

The cost of offsite archival storage and theaddition of one staff member w ould increasethe site’s operating costs but w ould beoffset by the long-term gain for theprotection of the archives, slightly moreeff icient site operations, and slightlyenhanced staff ability to provide additionalvisitor services compared to alternative 1.

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OTHER IMPACTS

UNAVOIDABLE ADVERSE EFFECTS

Unavoidable adverse impacts are thoseimpacts that cannot be fully mitigated oravoided.

Alternative 1

Unless the funds became available toupgrade the carriage house, the inability toexpand, process, and preserve the archivesfor research use w ould continue to posemajor cultural resource management issuesfor NPS management into the future andwould have moderate to major long-termadverse impacts on the expansion,preservation, and use of the collections

Staff ing numbers at their current level andphysical limitations of the house w ouldcontinue to result in long-term moderateadverse impacts on visitors’ opportunit ies toexperience in-depth the stories of Dr.Bethune and the council house.

Parking limitations, lack of accessibility forvisitors w ith disabilities, inadequaterestroom facilities, and inadequate space tohandle groups w ould continue to have long-term major adverse impacts on the visitorexperience.

The lack of space for visitors and off iceswould result in the continuation of moderateto major long-term adverse impacts.

Because alternative 1 w ould continuecurrent management policies, there w ouldbe no change in site operations, staff ing,and facilities; thus, implementing thisalternative w ould continue to have moderatelong-term adverse impacts on operations.

Alternative 2

Implementation of this alternative w ould beexpected to have minor long-term adverseimpacts on the council house and adjacenthistoric property due to the addit ion ofdoorw ays to the council house and anelevator and doorw ays in the adjacentproperty.

Lack of parking space w ould have a long-term moderate adverse impact on visitorswho arrive by private automobile.

Increasing the square footage of the sitewould (presumably) double the mainte-nance and utility costs − a major long-termadverse impact.

Construction activities could have short-term impacts on drivers using the alleybehind the council house. Unavoidableinconveniences such as constructionvehicles blocking access to some resi-dences and businesses along the alleywould result in temporary delays andpossible traff ic congestion. An increase inambient noise and a sense of loss ofprivacy for residents w ould likely occur inthe immediate neighborhood as a result ofconstruction activities. Inconveniences andnoise w ould be temporary, and adverseimpacts w ould be minor.

Implementing alternative 2 w ould likelydisplace one or more occupants in astructure. The relocation w ould be a short-term major disruption to those having tomove.

Alternative 3

Enlarging the carriage house could have amajor long-term adverse effect on thestructure because its architectural valuescould be lost.


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Implementing alternative 3 w ould have amoderate adverse impact on visitors w howere expecting a traditional house tour anda moderate beneficial impact on visitors orcommunity members involved in specialworkshops or programs.

Construction activities w ould have the sameshort-term adverse impacts as alternative 2on neighborhood traff ic, with unavoidabledelays and possible traff ic congestion. Anincrease in ambient noise and a sense ofloss of privacy for residents would likelyoccur in the immediate neighborhood as aresult of construction activities. Inconveni-ences and noise w ould be temporary, andadverse impacts w ould be minor.

Adverse impacts w ould be short-term andminor to those area-dependent businessesthat w ould be able to relocate w ithin thesame neighborhood. It is possible that theimpact could become long term if the busi-ness relocates to an inconvenient site thatresults in the loss of a major portion of thecustomer base. Customers might experi-ence minor long-term adverse impacts suchas the inconvenience of requiring more timeto travel to more distant locations.

Some lifestyle and social changes mightresult from visitors walking or otherw isetraveling betw een the council house and anearby property, particularly w ith respect toneighborhood residents. Potential impactsmight include a loss of privacy for neighborsand possible trespass by visitors. How ever,because of the urban character of the area,the magnitude of these adverse changeswould be anticipated to be short-term andminor.

Using the new space for off ices and thecouncil house and carriage house for rangerstaff and archival staff would cause a minorlong-term adverse effect by segregating thestaff by function; therefore, adding somecommunication and operation impacts, lesscommunication betw een functional groups,increased transportation time and costs

betw een the buildings, and increasediff iculty getting staff together for meetings.

Increasing the square footage of the sitewould have major long-term adverseimpacts on site operating and utility costs.The extent of the impact w ould be greatlyaffected by whether the new space isleased or acquired. The new services −workshops and seminars − w ould increasemaintenance needed for setting up andcleaning up. A maintenance position w ouldbe added to handle the addit ional w ork.

Alternative 4

Demolit ion of the carriage house and itsreplacement w ith a modern structure w ouldconstitute a major long-term adverse effecton a historic property and on any remainingarchitectural features of the carriage houseand the landscape.

The installat ion of an elevator at the rear ofthe council house w ould result in someminor long-term adverse impacts on thestructure, but the building’s documentedarchitectural values that contribute to itslisting on the National Register of HistoricPlaces w ould not be affected.

Construction activities w ould have the sameshort-term adverse impacts as alternatives2 and 3 on neighborhood traff ic w ithunavoidable delays and possible traff iccongestion. An increase in ambient noiseand a sense of loss of privacy for residentswould likely occur in the immediate neigh-borhood as a result of construction activi-ties. Inconveniences and noise w ould betemporary, and adverse impacts w ould beminor.

The new structure would be compatible w iththe architectural style of the council house.Structure and landscape treatments varybehind nearby row houses. None of thesechanges w ould be visible from the street(because the council house is a row house).

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Only people using the alley and the tw oadjacent neighbors w ould be impacted.Implementing alternative 4 w ould result inlong-term minor adverse impacts on visualresources from w ithin and outside thehistoric district.

Changing land use from commercial topublic w ould have negligible impacts,whereas changing land use from residentialto public w ould be a minor impact.Depending on the existing land use mix andspecif ic neighborhood, this impact could beadverse or beneficial.

Moving the archives offsite could have amoderate short-term adverse impact onresearchers if they had to travel farther toreach that site or traveled to the councilhouse not know ing that the archives hadbeen moved offsite. In addit ion, more of thearchivist’s time w ould be used for researchand interpreting f iles. There w ould also bean adverse long-term moderate impact onthe site’s operating costs for leasing thearchival storage facility.

Separating the staff into three locationswould be a minor long-term adverse impacton site operations, requir ing more effort forcommunication.

Parking space w ould be as diff icult to f indas in alternative 1 for visitors arriving byprivate automobiles, resulting in a long-termmoderate adverse impact.

Limited staff numbers w ould result inmoderate long-term adverse impacts onvisitors’ opportunities to experience the siteand understand its stories.

Adding one additional ranger or visitor useassistant w ould have minor long-termadverse impacts on operating costs.

RELATIONSHIP OF SHORT-TERM USESOF THE ENVIRONMENT AND THEMAINTENANCE AND ENHANCEM ENT OFLONG-TERM PRODUCTIVITY

This section discusses the effects of theshort-term use of resources resulting fromimplementing each alternative on the long-term productivity of resources at thenational historic site.

Alternative 1

The continuation of current managementtrends, including the absence of a historicstructure report and cyclic maintenancepreservation program, as w ell as possibleincreases in visitation, w ould jeopardize thelong-term protection/ preservation of thehistoric buildings, landscape, and historicfurnishings/ artifacts at the national historicsite. Current management trends could alsojeopardize future acquisition and expansionof the site's historic furnishings/ artifacts andarchival collections.

Providing a dehumidif ier, a vapor barrier,insulation, and a f ire protection system inthe carriage house w ould provide enhancedenvironmental archival preservationstandards for the archives and would be along-term benefit for the archival collectionsin the carriage house.

Alternative 2

Improving the management of the culturalresources at the historic site, as provided inthe preferred alternative, w ould contribute totheir long-term protection and preservation.Preparing a historic structure report andestablishing an enhanced cyclic mainte-nance preservation program w ould enhanceprotection of the documented historicarchitectural values of the council houseand the carriage house. The separation offunctions between the council house andthe adjacent row house would afford better


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protection of the council house’s historicfabric and enhance visitor experience at thesite. Improved maintenance of thelandscape, supported by the preparation ofa cultural landscape report and a culturallandscape preservation plan, w ould protectsignif icant elements of the site's historicdesigned landscape.

The acquisit ion, preservation, and use ofhistoric furnishings and artifacts aspermanent, semipermanent, or travelingexhibits w ould be enhanced as a result ofpreparing an exhibit plan and a historicfurnishings plan.

Renovating the carriage house interior,within the constraints of historic structuralconsiderations and local zoning ordinances,would provide a modern state-of-the-artarchival/ research repository that meetsmodern professional archival standards andwould help ensure the long-term protectionof the archival collections.

Alternative 3

The documented architectural values of thecouncil house w ould be preserved asdescribed in alternative 2. The emphasis onactivist programs, expanded travelingexhibits, and offsite programs w ouldpotentially limit the number of personsvisiting the site. Many people w ould learnthe story offsite. Offsite visitors would learnthe story, exhibits, and possibly a video atthe orientation center, but may not havetime to visit the historic house. This w ouldafford increased long-term protection to thehistoric fabric of the council house.

Although protection and preservation of thearchival collections w ould be the same asdescribed in alternative 2, facilities for theexpansion, processing, preservation, anduse of the archival collections under thisalternative w ould be provided onsite byexpanding the carriage house to providespace for a modern state-of-the-art archival

facility. Thus, actions under this alternativecould result in the further long-term loss ofthe carriage house's architectural integrity.Redesign of the current landscape toaccommodate accessible entry to thebuildings and to make it compatible w iththose of surrounding neighborhood proper-ties could result in the long-term loss ofsignif icant elements of the site's historicdesigned landscape. Because historicfurnishings and artifacts would primarily beused in traveling exhibits and outreachprograms, their display in the council housewould be minimized, thus removing suchobjects from their historic context andnegatively affecting their onsite interpretivevalue on a short-term basis.

Alternative 4

Actions under this alternative w ould havethe same beneficial effects on the councilhouse as described in alternatives 2 and 3.How ever, under this alternative the carriagehouse w ould be demolished and replacedby a modern building, thus resulting in theremoval and long-term loss of a historicstructure.

Actions for acquiring, processing, preserv-ing, and using the archival collections w ouldhave the same beneficial effects as thosedescribed in alternative 3, although themanagement of the collections w ould betransferred offsite via contract to aprofessional archival/research repository.

The acquisit ion, preservation, and use ofhistoric furnishing pieces and artifactsthroughout the council house w ould beimproved, enabling the structure to serve asan authentic historic house museum. Thus,this alternative w ould provide for thegreatest degree of preserving historicfurnishings and artifacts and of interpretingthem w ithin their historic context.

The historic designed landscape w ould berestored and maintained as recommended

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by a cultural landscape report and a culturallandscape preservation plan. Thus, thisalternative w ould provide for the greatestdegree of preserving the historic designedlandscape.

IRREV ERSIBLE OR IRRETRIEVABLECOMMITMENTS OF RESOURCES

An irreversible commitment of resources isone that cannot be changed once it occursexcept perhaps in the extreme long term �for example, the loss of character-definingfeatures such as the loss of a building’sfaçade. An irretrievable commitment meansthe resource is lost for a period of time andlikely cannot be recovered or reused � forexample adding another story to a historicstructure.

Alternative 1

The lack of a comprehensive preservationmaintenance program for the council houseand the carriage house, as w ell asincreased visitation to the site, could resultin the loss of historic fabric and structuraldeterioration, thus resulting in the loss of thebuildings' historic integrity and an irretriev-able commitment of resources. The lack ofa cultural landscape report and a culturallandscape plan could result in the loss ofsignif icant elements of the site's historicdesigned landscape and an irretrievablecommitment of resources.

Alternative 2

Renovating the carriage house w ouldrequire commitments of small amounts ofbuilding mater ials. These resources are notin short supply, and their use w ould nothave an adverse effect on the availability ofthese resources.

Alternative 3

Enlarging and developing the carriagehouse into a modern archival facility couldhave a major adverse effect on the

structure's documented architectural values.Redesign of the current landscape toaccommodate accessible entry to thebuildings and to make it compatible w iththose of surrounding neighborhoodproperties could result in the loss ofsignif icant elements of the site's historicdesigned landscape. Thus, these actionscould be irreversible commitments ofresources. Also, enlarging and developingthe carriage house w ould require thecommitment of building materials.

Alternative 4

Replacing the carriage house w ith a modernbuilding w ould result in an irreversiblecommitment of resources. This w ould resultin the loss of the historic attributes of thestructure. Building a new building w ouldrequire a commitment of building materials.These resources are not in short supply,and their use w ould not have an adverseeffect on the availability of these resources.

IMPACTS ON ENERGY REQUIREM ENTSAND CONSERVATION POTENTIAL

Limited amounts of nonrenew able resour-ces would be used for construction projects,including rehabilitat ion/ preservation of thebuildings and landscape (alternatives 1-4),expansion of the carriage house (alternative3), and demolition and replacement of thecarriage house (alternative 4). This expendi-ture of energy would be short term andnegligible and include fuel for constructionvehicles, construction materials, and energyused in manufacturing materials.

A temporary increase in energy expenditurewould occur if the archival collections w eremoved to an offsite repository. The increasewould result from the transfer of thecollections as w ell as staff and researchertransportation betw een the national historicsite and the offsite facility.

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CONSULTATION AND COORDINATION

SCOPING AND OTHER PUBLICINVOLVEM ENT EFFORTS

The National Park Service completed thescoping phase through a public involvementeffort, including three public meetings andtw o newsletters requesting commentsregarding the future of the site. During theperiod from February to June, 1998, publicmeetings w ere held in Washington, D.C.,Chicago, Illinois, and Daytona Beach,Florida. After mailing out a newsletter thatdescribed the draft alternatives, an openhouse w as held in December 1999 toreceive public comments on these draftalternatives.

Public comments w ere given at the publicmeetings, and letters and Internet mes-sages were received in response to thenew sletters. All comments given inresponse to the scoping process have beenconsidered and w ill remain in the admini-strative record throughout the planningprocess. A summary and listing of the publiccomments are available to the public andcan be obtained through the site manager.

In consideration of public responses duringthe scoping for this project, the planningteam determined that the follow ing thingswere to be considered in developing thealternatives:

For All Alternatives

• Encourage visitor participation andfeedback.

• It is important to have a place w hereAfrican American w omen’s history iscollected.

• The limited history of African Americanwomen’s accomplishments points outthe need of having a place w hereAfrican American w omen’s history is

collected and made available forresearchers.

• Encourage our kids to see w hat hashappened in the past.

Potential Elements for Some Alternatives

• Use the house as a teaching mechan-ism. (Alternatives provide differentapproaches.)

• People living nearby do not know aboutthe site; there needs to be morecommunity outreach. (Alternativesprovide different approaches.)

• Broaden the thinking of the surroundingcommunity, talk about the Shaw district,Black Washington, broad interpretation:bring out the history of the city, not thenational city, the local city (Alternativesprovide different approaches to broadinterpretive concepts. ComprehensiveInterpretive Plan determines details.)

• Spread the information on the councilhouse throughout the nation. Sendingbrochures to churches will helpencourage visits. (Alternatives providedifferent approaches.)

• Establish partnerships w ith other AfricanAmerican conventions/organizationsnationw ide and w ith churches, colleges,and associations. (Alternatives providedifferent approaches.)

• Acquire the property next to the site toallow for expansion, accessibility, andarchives. (Alternatives provide differentapproaches.)

• Put organizations’ records in one place.(Alternatives provide differentapproaches.)

• Raise consciousness in the AfricanAmerican community of the importanceof and need for preserving materials.(Alternatives provide differentapproaches.)

• Move archives to another building that iscentrally located or purchase adjacent

Consultation and Coordination

117

building for archives. (Alternativesprovide different approaches.)

• Increase space for researchers.(Alternatives provided differentapproaches.)

A Federal Register notice and mediaannouncements init iated the beginning of aformal public comment period on this draftplan. All interested agencies, groups, andindividuals are invited to review thedocument and submit comments.

Public meetings on the draft plan w ill beheld if issues raised by this documentwarrant them.

Consultation

During development of this Final GeneralManagement Plan, the National ParkService consulted on a regular basis w iththe historic site’s Federal AdvisoryCommission. This commission appointedfour representatives who have participatedand w ill continue to participate as membersof the project planning team and serving asliaison w ith other members of the advisorycommission. The full commission review edelements of the plan as they w ere draftedand provided review comments on the draftplan.

In accordance w ith Section IV of the 1995programmatic agreement among theNational Park Service, the Advisory Councilon Historic Preservation, and the NationalConference of State Historic Preservation

Officers, certain undertakings require onlyinternal NPS review for Section 106purposes (see table 5). Other undertakingsrequire standard Section 106 review inaccordance with 36 CFR 800, and in thoseinstances the National Park Serviceconsults as necessary w ith the StateHistoric Preservation Office, the AdvisoryCouncil on Historic Preservation, and otherinterested parties.

Coordination

The Final General Management Plan /Environmental Impact Statement has beendeveloped pursuant to Section 102(2)c) ofthe National Environmental Policy Act of1969 (Public Law 91-190) and the Councilon Environmental Quality regulations (40CFR 1508.22). The intent of this planningprocess is to prepare a general manage-ment plan that discusses protection andenhancement of the values for which MaryMcLeod Bethune Council House NationalHistoric Site w as authorized as a unit of thenational park system. During the planningprocess, management alternatives havebeen developed that address culturalresource protection, visitor experience atthe site, and limitations of site facilities.Through scoping and the public commentreview process, the planning process wasconducted w ith other federal agencies, stateand local governments, and interestedorganizations and individuals.

CONSULTATION AND COORDINATION

118

TABLE 5. CULTURAL RESOURCE COMPLIANCE W ITH SECTION 106

Actions programmatically excluded fromSection 106 review outside the National ParkService

Actions requiring consultation with the StateHistoric Preservation Office during projectdesign development

Preservation/maintenance treatment ofstructures in accordance with The Secretary ofthe Interior’s Standards for the Treatment ofHistoric Properties (exclusion IV.B.1)

Preservation/maintenance treatment oflandscape in accordance with The Secretary ofthe Interior’s Guidelines for the Treatment ofCultural Landscapes (exclusion IV.B.2)

Preservation/maintenance treatment of historicfurnishings/artifacts in accordance with NationalPark Service Standards for NPS MuseumCollections Management, Director’s Order No.24, and National Park Service MuseumHandbook, Part 1 (exclusion IV.B.1)

Rehabilitation of landscape (exclusion IV.B.9)

Elevator added to adjacent structure; addition ofdoorways on each floor of council house toprovide access from elevator

Installation of elevator at rear of council house

Enlargement of carriage house

Demolition of carriage house

Redesign of extant landscape

LIST OF AGENCIES ANDORGANIZATIONS RECEIVING A COPYOF THIS FINAL MANAGEM ENT PLAN /ENVIRONM ENTAL IMPACT STATEMENT

An * indicates that a comment on the draftplan w as received from this agency ororganization.

Federal AgenciesAdvisory Council on Historic PreservationEnvironmental Protection Agency*Maggie L. Walker National Historic SiteWomen's Rights National Historic Site

Congressional RepresentativesEleanor Holmes Norton

State AgenciesState Historic Preservation Office

Local AgenciesAdvisory Neighborhood Commission

OrganizationsAd Hoc Labor CommitteeAfrican American Civil War Memor ialAfrican American Heritage Pre. Fd.Alpha Kappa Alpha Sorority, IncAmerican Federal of TeachersAmistad Research Center, Tulane UniversityAssociation for the Study of African- American Life and HistoryAssociation of African American MuseumsAssociation of Black Women HistoriansBethune-Cookman CollegeBethune Museum & Archives, IncBlack Fashion MuseumBlack Leadership ForumCapital Hill Restoration SocietyCharles Sumner School MuseumCharlotte Haw kins Brown Historic SiteChi Eta Phi SororityChildren's Defense FundChums, IncContinental SocietiesDC Heritage Tourism Coalit ionDC Preservation LeagueDelicados, Inc

Consultation and Coordination

119

Delta Sigma Theta Sorority, IncDow ntown DC Business Improvement DistrictDupont Kalorama Museum ConsortiumE Morris Communications, IncEta Phi Beta SororityFriends of Lincoln ParkGamma Phi Delta SororityGrand Temple Daughters of ElksHistoric House Museums Consortium of Metropolitan Washington, DCHistorical Society of Washington, D.C.Iota Phi Lambda Sorority, IncLadies AuxiliaryLamba Kappa Mu SororityLas Amigas, IncLaw yers Committee for Civil RightsLeadership Conference on Civil RightsLes Gemmes, IncLogan Circle Community AssociationManna Comm. Development Corp.Mary McLeod Bethune Family LegacyMary McLeod Bethune Foundation, Bethune-Cookman CollegeMary McLeod Bethune InstituteMoor land Springarn Research Center, How ard UniversityMount Olivet Evangelical Lutheran ChurchN Street VillageNational Association of Colored Women's ClubsNational Association of Negro Business & Professional Women's Clubs, IncNational Association of University WomenNational Black Nurses Association

National Council of ChurchesNational Council of Negro Women, IncNational Guard ChapterNational Humanit ies CenterNational Medical Association, Fleming AuxiliaryNational Sorority of Phi Delta KappaNational Women of AchievementNational Women's History ProjectPratt LibraryPi Inucrib Rho Omega SororityRadclif fe Institute for Advanced StudySchlesinger Library, Radclif fe CollegeSCLC WomenSchomburg Center for Research in Black CultureSew all-Belmont HouseSigma Gamma Rho SororityTau Gamma Delta SororityThe Charmettes, IncThe Women's ConventionThurgood Marshall Trust for Service and HeritageTop Ladies of DistinctionTrade Union Women of African American HeritageTw inks Social & Civil ClubUnited Negro College FundWomen Law yers DivisionWoman's Home & Overseas Miss.Women's Missionary CouncilWomen's Missionary SocietyZeta Phi Beta Sorority

120

RESPONSES TO COMMENTS ON THE DRAFT PLAN

The National Park Service received 18comments on the Draft Mary McLeodBethune Council House National HistoricSite General Management Plan /Environmental Impact Statement. One w asfrom the federal advisory commission, oneof the comments w as from a federalagency, and sixteen comments w erereceived from individuals.

The Council on Environmental Quality(1978) guidelines for implementing theNational Environmental Policy Act requirethe National Park Service to respond to"substantive" comments.” A comment issubstantive if it meets any of the follow ingcriteria from Director’s Order 12,“Conservation Planning and EnvironmentalImpact Analysis” (NPS 1999).

• It questions, w ith reasonable basis, theaccuracy of information.

• It questions, w ith reasonable basis, theadequacy of environmental analysis.

• It presented reasonable alternativesother than those proposed in the plan.

• It w ould cause changes or revisions inthe preferred alternative.

Many of the comments expressed anopinion on the alternatives presented in thedocument. One individual expressed apreference for the Alternative 1, No-Action;one individual expressed a preference forAlternative 3, Emphasis on Activities andPrograms, and one individual preferredAlternative 4, Emphasis on Museum.Tw elve individuals indicated theirpreference for Alternative 2, Dual Emphasis,the preferred alternative. Additionalcomments w ithin letters received had ideasthat w ere outside the scope of themanagement plan / environmental impactstatement. The National Park Servicevalues this input and w here applicable it w illbe taken into account in future plans.How ever, no response is provided to suchcomments in this document.

Photocopies of the letter from the agencyand the federal advisory commission follow .The federal advisory commission requestedminor changes to the document, and theresponses to them are provided.

RESPONSES TO COMMENTS ON THE DRAFT PLAN

122

Responses to the Commission’s Letter

I. Language regarding archival research,processing, and collections has beenchanged.

No response w as made regardinginterpretation because it w ould beinconsistent w ith the description in thesection that describes the alternatives.

Language regarding African-Americanwomen's history w as added to alternative 3in the “Alternatives, Including the PreferredAlternative” section.

II.Comments A, B, and C. Text has beenadded to the document to address theseconcerns.

III. Text has been added to the document toaddress oral history interpretation.

IV.Comment A. Language w as added to consider parking enhancements.Comment B. Requested changes w ere covered by changes made in II above.

Comment C. This request is not in the scope of this general management plan.Comment D. Language has been changed/added to address this comment.Comment E. This request is not in the

scope of this general management plan.Comment F. Language has been changed/added to address this comment.

V. Requested changes w ere covered bychanges made in II above.

VII. Language has been changed/added toaddress this comment.

VIII Language has been changed/added toaddress this comment.

IV. Language has been changed/added toaddress this comment.

VI. Requested changes w ere covered bychanges made in II above.

IX. Language has been changed/added toaddress this comment.

127

APPENDIXES

SELECTED REFERENCES, PREPARERS, INDEX

149

APPENDIX C: COST ESTIMATE DETAILS

ALTERN ATIVE ONEArea Description Qty . Unit Cost/Unit Net Cost

Carriage House1st Floor Archives 552 Sq f t Restroom/storage 138 Sq f t2nd Floor Office 690 Sq f t

Council House 1st Floor Interpretation 1,150 Sq f t Stairs and hall 314 Sq f t Bookstore 100 Sq f t2nd Floor Interpretation 1,070 Sq f t Stairs and hall 314 Sq f t Office 100 Sq f t Restroom 80 Sq f t3rd Floor Office 1,250 Sq f t Stairs and hall 314 Sq f t

Exhibits Renov ate existing 2,220 Sq f t $ 300 $ 666,000

Total $ 666,000

ALTERN ATIVE TWO

Area Description Qty . Unit Cost/Unit Net CostCarriage House

1st Floor Archives 552 Sq f t Restroom/storage 138 Sq f t2nd Floor Office 690 Sq f t


Exhibits Renov ate existing/add new 3,470 Sq f t $ 300 $ 1,041,000New Space

Interpretive 2,650 Research lab 600 Additional office 1,286New space subtotal 4,536 Sq f t $ 215 $ 975,000Rehabilitation (Nonstructural) 4,536 Sq f t $ 80 $ 363,800

Total $ 2,379,000

APPENDIXES

150

ALTERN ATIVE THREEArea Description Qty . Unit Cost/Unit Net Cost

Carriage House1st Floor Archiv es 552 Sq f t Restroom/storage 138 Sq f t2nd Floor Office 690 Sq f tRemodel (structural) 1,380 Sq f t $ 180 $ 248,000New space 690 Sq f t $ 200 $ 138,000


Exhibits Renov ate existing/add new 2,720 Sq f t $ 300 $ 816,000New Space

Conference rooms, exhibits 1,250 Additional office 1,878New Space Subtotal 3,128 Sq f t $ 215 $ 673,000Rehabilitation (nonstructural) 3,128 Sq f t $ 80 $ 250,000

TOTAL $ 2,125,000

ALTERN ATIVE FOURArea Description Qty . Unit Cost/Unit Net Cost

Carriage House1st Floor Archiv es 552 Sq f t Restroom/storage 138 Sq f t2nd Floor Office 690 Sq f tDemolish Existing Building 1,380 Sq f t $ 10 $ 14,000 Public restroom/bookstore 650 Sq f t Office 1,216 Sq f tNew Space Subtotal 1,866 Sq f t $ 250 $ 467,000


Exhibits Renov ate existing/add new 3,470 Sq f t $ 300 $ 1,041,000

TOTAL $ 1,522,000

151

Project/Location: Mar y McLeod Bethune Council House NHS � General Management Plan7/10/00Subjec t Functional Component Altern ative 1 Altern ative 2 Altern ative 3 Altern ative 4DescriptionProject Life C ycle = 25 yearsDiscount R ate = 7.00%Present Time = Current Date

INITIAL COSTS Quantity UM Unit Price Est. PW Est. PW Est. PW Est. PWConstruction Cos tsA. ____ ____ $0.00 666,000 666,000 2,379,120 2,379,120 2,125,160 2,125,160 1,521,300 1,521,300B. ____ ____ $0.00 ____ ____ ____ ____ 0C. ____ ____ $0.00 ____ ____ ____ ____ 0D. ____ ____ $0.00 ____ ____ ____ ____ 0E. ____ ____ $0.00 ____ ____ ____ ____ 0F. ____ ____ $0.00 ____ ____ ____ ____ 0G. ____ ____ _____ ____ ____ ____ ____ 0Total Initial Co sts 666,000 2,379,120 2,125,160 1,521,300Initial Cost PW Savings (Compared to Alt. 1) (1,713,120) (1,459,160) (855,300)

REPLACEMENT COST/SALVAGE VALUE Description Year PW FactorA. Visitor Orientation, Repl ace 5 0.7130 ____ 0 195,046 139,066 167,624 119,513 ____ 0B. Visitor Orientation, Repl ace 10 0.5083 ____ 0 195,046 99,152 167,624 85,211 ____ 0B. Visitor Orientation, Repl ace 15 0.3624 ____ 0 195,046 70,694 167,624 60,754 ____ 0B. Visitor Orientation, Repl ace 20 0.2584 ____ 0 195,046 50,404 167,624 43,317 ____ 0C_______ 0 1.000 ____ 0 ____ 0 ____ 0 ____ 0D._______ 0 1.000 ____ 0 ____ 0 ____ 0 ____ 0E. _____ 0 1.000 ____ 0 ____ 0 ___ 0 ____ 0Total Replacement/Salvag e Costs 0 359,316 308,795 0

ANNUAL COSTS Description Escl. % PW AA. Leasing 0.00% 11,654 ____ 0 ____ 0 ____ 0 22,080 257,311B. Staffing 0.00% 11,654 318,000 3,705,839 689,000 8,029,319 742,000 8,646,859 371,000 4,323,479C. 0.00% 11,654 ____ 0 ____ 0 ____ 0 ____ 0D. 0.00% 11,654 ____ 0 ____ 0 ____ 0 ____ 0E. 0.00% 11,654 ____ 0 ____ 0 ____ 0 ____ 0F._______ 0.00% 11,654 ____ 0 ____ 0 ____ 0 ____ 0Total Annual Costs (present worth) 3,705,839 8,029,319 8,646,959 4,580,790

Total Life C ycle Cost s (present worth) 4,371,639 10,767,755 11,080,914 6,102,090Life C ycle Savings (compared to Alt. 1) (6,395,915) (6,709,074) (1,730,251)

152

SELECTED REFERENCES

Adams, Russel L.1973 Great Negroes Past and Present.

Chicago: Afro-American PublishingCompany.

Bethune, Mary McLeod.1955 “My Last Will and Testament.” Ebony, X

(August 1955), pp. 105-10.

1950 “The Negro in Retrospect andProspect.” The Journal of Negro History,XXXV (January 1950), pp. 9-19.

Brawley, Benjamin1973 Negro Builders and Heroes. Chapel Hill:

University of North Carolina Press.

Collier-Thomas, Bettye1981 “NCNW, 1935-1980. Washington, D.C.,

Bethune Museum and Archives.

1986 “Towards Black Feminism: The Creationof the Bethune Museum and Archives.”In Women’s Collections: Libraries,Archives, and Consciousness, edited bySuzanne Hildenbrand. New York:Haworth Press.

1996 “The Bethune Museum and Archives:Entering New Frontiers” in Legacy, vol.5, no. 1, pg. 3. Bethune MuseumAssociation.

Dees, Jesse W.1963 The College Built on Prayer: Mary

McLeod Bethune. Daytona Beach,Florida: Bethune-Cookman College.

Flemming, Sheila Y.1995 The Answered Prayer to a Dream:

Bethune-Cookman College, 1904-1994.Virginia Beach, Florida: DonningCompany.

Flynn, James J.1970 Negroes of Achievement in Modern

America. New York: Dodd, Mead &Company.

Green, Katrina A.1996 “Revisiting the History of ‘Council

House’ in Legacy, vol. 5, no. 1, pg. 7.Bethune Museum Association.

Halasa, Malu1989 Mary McLeod Bethune, Educator. New

York: Chelsea House Publishers.

Hine, Darlene Clark. ed.1933 “Mary McLeod Bethune.” Black Women

in America: An Historical Encyclopedia.2 vols. Brooklyn, New York: CarlsonPublishing Inc.

National Park Service, Historic AmericanBuildings Surveyn.d. 1318 Vermont Avenue, NW (Mary

McLeod Bethune House). HABS No.DC-775.

Holt, Rackham1964 Mary McLeod Bethune: A Biography.

Garden City, New York: Doubleday &Company, Inc.

Leffall, Delores D., and Sims, Janet L.1976 “Mary McLeod Bethune – The

Educator.” The Journal of NegroEducation, VL (Summer 1976), pp. 342-59.

McClusky, Audrey Thomas, and Smith, ElaineM. eds.1999 Mary McLeod Bethune: Building a

Better World: Essays and SelectedDocuments. Bloomington: IndianaUniversity Press.

McElrath, Susan K.1996 “The National Archives for Black

Women’s History: Then and Now” inLegacy, vol. 5, no. 1, pg. 6. BethuneMuseum Association.

National Register of Historic Places1994 African American Historic Places, ed. by

Beth L. Savage.Washington, D.C.: ThePreservation Press, National Trust forHistoric Preservation.

Selected References

153

Peare, Catherine Owens1951 Mary McLeod Bethune. New York:

Vanguard Press.

Polski, Harry A., and Kaiser, Ernest. eds.1971 “Mary McLeod Bethune,” in Afro USA.

New York: Bellwether PublishingCompany, Inc.

Poole, Bernice Anderson1994 Mary McLeod Bethune. Los Angeles:

Melrose Square Publishing Company.

Reagon, Bernice1982 “Mary Jane McLeod Bethune.” In

Dictionary of American NegroBiography, ed. by Rayford W. andMichael R. W. Logan. New York: W.W.Norton.

Ross, B. Joyce1975 “Mary McLeod Bethune and the National

Youth Administration: A Case Study ofPower Relationships in the BlackCabinet of Franklin D. Roosevelt.” TheJournal of Negro History, XL (January1975), pp. 1-28.

Smith, Elaine M.1980a “Bethune, Mary McLeod,” in Notable

American Women: The Modern Period,A Biographical Dictionary, ed. byBarbara Sicherman and Carol HurdGreen with Ilene Kantrov and HarrietteWalker. Cambridge, Massachusetts,and London, England: The BelknapPress of Harvard University Press.

1980b “Mary McLeod Bethune and the NationalYouth Administration,” in Clio Was aWoman: Studies in the History ofAmerican Women, ed. by Mabel E.Deutrich and Virginia C. Purdy.Washington, D.C.: Howard UniversityPress.

1981 “Federal Archives as a Source forDetermining the Role of Mary McLeodBethune in the National YouthAdministration,” in Afro-AmericanHistory: Sources for Research, ed. byRobert L. Clarke. Washington, D.C.:Howard University Press.

1992 “Mary McLeod Bethune,” in NotableBlack American Women, ed. by JessieCarney Smith. Detroit, Michigan: GaleResearch.

1995 “Introduction, A Guide to the MicrofilmEdition of the Mary McLeod BethunePapers: The Bethune-Cookman CollegeCollection, 1922-1955.” Bethesda,Maryland: University Publications ofAmerica.

1996 “Mary McLeod Bethune’s ‘Last Will andTestament’: A Legacy for RaceVindication.” The Journal of NegroHistory, LXXXI (Spring, Summer,Winter, Fall, 1996), pp. 106-22.

1999 “The Activism of Mary McLeod Bethune,1936-1945,” in The Legacy of AfricanAmerican Leadership for the Presentand the Future: Essays on AfricanAmerican Leadership Past and Present,ed. by Bernard E. Powers, Jr.Washington, D.C.: Association for theStudy of Afro-American Life and History.

Sterne, Emma Gelders1957 Mary McLeod Bethune. New York:

Knopf Press.

Wilson, Charles Reagan, and Ferris, William.Eds.1989 Encyclopedia of Southern Culture.

Chapel Hill, North Carolina, and London,England: The University of NorthCarolina Press.

154

PREPARERS AND CONSULTANTS

National Capitol Parks EastJohn Hale, SuperintendentDiann Jacox, Site MangerKaren Taylor-Goodrich, Assi stant SuperintendentSusan McElrath, Former Archivist, Mary McLeod Bethune Council House NHS

National Capitol RegionSally Blumenthal, Deputy Associate Regional DirectorPatrick Gregerson, Chief of PlanningJohn Parsons, Associate Regional DirectorGary Scott, Regional HistorianPam West, Regional Curator

Denv er Service CenterKaren Arey, Landscape Architect, formerly Denver Service CenterMargaret DeLaura, Community PlannerChristy Fischer, Writer/EditorBetty Janes, Project ManagerPhilip Thys, Visual Information SpecialistHarlan Unrau, Cultural Resource SpecialistTerri Urbanowski, Job Captain, Landscape Architect and Planner

Harpers Ferry CenterJack Spinnler, Interpretive Planner

Federal Adv isory CommissionDr. Brandi CreightonDr. Bettye Collier-Thomas*Dr. Ramona H. EdelinDr. Sheila FlemmingDr. Bettye Gardner*Dr. Brenda Girton-MitchellDr. Dorothy I. HeightDr. Janette Hoston-HarrisDr. Savannah C. Jones (deceased)Mr. Eugene MorrisDr. Frederick Stielow*Dr. Rosalyn Terborg-Penn*Mrs. Romaine B. ThomasMs. Barbara Van BlakeMrs. Bertha S. Waters

* Commission members serving as members of planning team for the General Management Plan

155

INDEX

access, 12, 15, 18, 32, 34, 35, 41, 42, 43,46, 47, 49, 50, 51, 52, 60, 73, 76, 77, 86,89, 90, 92, 100, 106, 107, 111, 118

advisory commission, 3, 9, 11, 16, 17, 21,117

archival acquisitions, 32, 36, 39archival collections, 4, 11, 14, 17, 18, 25,

26, 30, 32, 34, 36, 38, 39, 41, 46, 47, 48,49, 52, 72, 73, 77, 78, 85, 87, 88, 89, 90,91, 96, 104, 106, 110, 113, 114, 115

archives, 3, 9, 15, 17, 29, 30, 32, 41, 42, 46,50, 67, 71, 73, 74, 77, 78, 85, 86, 107,108, 109, 110, 111, 113, 116

Bethune Museum and Archives, 9, 30, 47,67, 71, 73, 77, 78

Bethune-Cookman, 25, 56, 64, 65, 69, 118,119

Black History National Recreation Trail, 24,81, 93, 94, 95, 97

carriage house, 4, 9, 17, 18, 19, 20, 30, 34,38, 39, 41, 42, 47, 48, 49, 50, 52, 66, 67,70, 72, 76, 77, 78, 84, 85, 86, 87, 88, 89,90, 91, 92, 100, 101, 102, 103, 104, 106,107, 108, 109, 110, 111, 112, 113, 114,115, 118

carrying capacity, 16, 77, 107, 108cost, 15, 38, 42, 50, 99, 109, 110council house, 11, 12, 16, 17, 18, 19, 20,

22, 29, 30, 32, 34, 36, 38, 39, 41, 42, 46,47, 48, 49, 50, 52, 59, 66, 67, 68, 69, 70,71, 73, 76, 77, 78, 81, 84, 85, 86, 87, 88,89, 90, 91, 92, 95, 96, 97, 100, 101, 102,103, 104, 106, 107, 108, 110, 111, 112,113, 114, 115, 116, 118

environmental consequences, 18, 79, 81,84, 105

floodplain, 19

furnishings, 10, 18, 32, 39, 46, 47, 48, 52,69, 85, 86, 87, 88, 89, 90, 91, 96, 113,114, 118

hazardous materials, 20, 21historic landscape, 25, 70interpretive theme(s), 10, 11, 34, 46, 52issues, v, 17, 18, 29, 36, 46, 56, 57, 58, 71,

75, 85, 111, 117landscape, 18, 48, 51, 52, 70, 76, 81, 85,

86, 87, 88, 89, 90, 91, 99, 104, 112, 113,114, 115, 118

laws and policy/policies, 10, 11, 12, 13, 14,15, 18, 20, 21, 24, 25, 44, 50, 60, 63, 75,81, 82, 84, 85, 86, 87, 88, 90, 105, 107,111

Logan Circle Historic District, 4, 7, 22, 76,81, 85, 87, 88, 90, 107

National Archives for Black Women’sHistory, 4, 11, 34, 47, 65, 67, 70, 71, 72

National Association of Colored Women, 4,10, 32, 56, 57, 58, 60, 66, 73, 119

National Council of Negro Women, 4, 5, 9,10, 11, 23, 30, 32, 36, 39, 46, 47, 57, 58,59, 60, 61, 63, 64, 65, 66, 67, 69, 70, 71,72, 73, 78, 85, 119

National Register of Historic Places, 4, 9,14, 22, 48, 83, 85, 86, 87, 91, 112

National Youth Administration, 60, 63, 64policy/policies, see law s and policy/ policiesresearch/researchers, 4, 14, 17, 25, 30, 32,

34, 38, 47, 50, 52, 73, 77, 85, 87, 88, 90,94, 104, 106, 107, 109, 110, 111, 113,114, 116, 117

Schomburg Center, 25, 119visitor experience, 3, 10, 11, 12, 16, 17, 18,

29, 32, 34, 35, 39, 42, 49, 52, 81, 93, 94,95, 96, 97, 98, 111, 114, 117

visual resource(s), 99, 100, 101, 103, 104, 113