The ACLU, established in 1920, chartered the Montana affiliate in 1972. In 1980, an office was established in Billings, staffed part time. Since its inception, ACLU of Montana has impacted public education, litigation and legislation. In 1988, Scott Crichton was hired as ACLU/MT’s first full time executive director. In 1989, the ACLU of Montana Foundation was incorporated with the Montana Secretary of State and was granted its 501c3 status from the IRS. In 1991, a full time administrative assistant was hired. In 1997, the staff expanded to 3 FTEs with the addition of a staff attorney.

In 2003, the ACLU moved operations from Billings to Helena. An additional half-time position of intake coordinator was added the next year.

In 2006, the Montana affiliate was selected as one of 5 state affiliates for special consideration as part of the Strategic Affiliate Initiative (SAI). Montana was selected because we demonstrated a track record of being ambitious, accountable, collaborative, disciplined and strategic.

A business plan was developed that called for expanding the staff to include new full-time positions for directors of development, public policy, and communications. It also added a second fulltime position to work with our legal director. As of January, 2009, all of those positions are now filled. One remaining position is outlined in the growth plan. That position for a state wide organizer will be re-evaluated in spring 2009 before determining a timeline for advertising and interviewing.

We currently have 7 full-time staff (5 in Helena, 2 in Missoula) with each office also employing one half-time employee as well. In addition, the ACLU Drug Law Reform Project is sponsoring a Montana project to work on drug reform related issues. We have consultants working with us who have given birth to and/or stimulated the growth of three related organizations.

Over the course of 2006-07, with the assistance of an outside facilitator, ACLU/MT engaged in taking a fresh look at our strategic plan in light of the anticipated expansive growth. The process produced strategic and operational plans which prioritize our issue work and clarify our roles and responsibilities for both staff and board participation. The expanded staffing pattern enables better staff support for board committee work.

We hold a board retreat each year as one of our 4 quarterly weekend meetings. The annual retreat weekend allows extra time for board and staff to reflect on our accomplishments and project plans for organizational development and growth.