Chapter Four:
ADMINISTRATION

DAVID P. HERRERA, 1987-

Although superintendent for only six months at the close of 1987 and the completion of this study, Dave Herrera already has clear ideas about his role at Whitman Mission and the park's direction. The following summarizes a few of those ideas and future plans.

David P. Herrera entered on duty as superintendent in May 1987. Before transferring to Whitman Mission, Herrera served in the National Park Service, Midwest Regional Office in Omaha, Nebraska, at Pipestone National Monument in Minnesota and, immediately prior to coming to Walla Walla, at Sleeping Bear Dunes National Lakeshore in Michigan. His initial impression of Whitman Mission is one of a peaceful, tranquil place that easily lends itself to historical reflection. As superintendent of this "interesting little place," [194] Herrera plans to both facilitate change and rely on his staff to bring projects to completion: "My role here is to try and suggest improvements, try and point the direction that I think we should take and [work] with the staff to get our normal business done." [195]

Superintendent Herrera believes it is important to communicate with his entire staff in order to create a pleasant, productive work environment. Fortunately, the park's small size encourages this "open atmosphere":

We have regular meetings . . . once a week but we meet all the time around here to talk about problems or to exchange information . . . and I try not to talk to just a few people, I like to talk to everyone on the staff. [196]

Superintendent Herrera's effort to develop a good relationship with his staff will undoubtedly help him manage the current projects that were instituted under the previous administration. When asked to describe the major issues currently facing Whitman Mission, Superintendent Herrera listed the revegetation project, remodeling the new museum, resurfacing the access road, and replacing the visitor center roof and heating system. Besides managing these projects, Herrera does not foresee many further changes in the park for at least ten years, other than growing rye grass around the grounds. "I see the park staying essentially the way it is for many years to come," he said. [197]

Herrera predicts that future activities will include developing a videotape of the Whitman story and encouraging a television program or even a full-length movie about the Whitmans. Thus, Superintendent Herrera's focus will be "maintaining what we have and finding more creative ways to tell the Whitman story." [199]

Conclusion

After examining 46 years of Whitman Mission administration, it is evident that each superintendency can be characterized by one or two unique achievements. Tom Garth excavated the site, Bob Weldon improved its appearance, Joe Kennedy supervised building construction, Ray Stickler oversaw the transition phase, Stan Kowalkowski began cultural demonstrations, and Bob Amdor streamlined park operations. As unique as these administrations were, it is also clear that they were interdependent. For example, Bob Weldon had Tom Garth to thank for his office-museum building, while the legislation passed during Weldon's term enabled construction of the park buildings to occur during Kennedy's administration. Stickler and Kowalkowski developed successful interpretive programs because most of the primary Whitman material was researched during Kennedy's time. Maintenance was the logical focus during Amdor's administration since it had lower priority during Stickler and Kowalkowski's years. Finally, Superintendent Herrera inherited the revegetation project from Bob Amdor. Each administration built upon the work of the predecessor, resulting in a logical progression of issues and concerns. Therefore, the history of Whitman Mission's administration is roughly characterized by two overall phases. The first phase--development--characterizes Garth's, Weldon's and Kennedy's administrations, while the second phase--maintenance--characterizes Stickler's, Kowalkowski's, and Amdor's terms and will likely characterize Herrera's administration, as well. Administration's task is no longer to create the park as it was prior to 1964, but rather, to maintain the park.

While the problems facing each administration were somewhat predictable, the people assigned with managing those problems were not. Each superintendent had different skills and qualities to offer to the job and the park. While Tom Garth's archeological skill reaffirmed the historical basis of the park, Bob Weldon's historical understanding helped place development problems into perspective. Joe Kennedy's political skill helped ensure the consummation of the mission's development projects and Bob Amdor's networking skill helped improve public relations. In their own ways, each superintendent and staff, with advice and assistance from the Regional and National Park Service offices, managed the Whitman Mission in a manner "for the benefit and enjoyment of the people of the United States." [200]