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Transcript of Lime Hollow Strategic Development Plan
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Prepared for
Lime Hollow Center for Environment and Culture
Cortland, New York
Spring 2007
Instructors
Assoc. Prof. Jeffrey M. ChusidCathy Klimaszewski
Teaching AssistantEmily Bergeron
Students
Xinxin CaiEdward G. FitzGeraldAshima KrishnaKristen Vaughn OlsonKatie RiceMichelle Lynn StrineyLindsey Wallace
CRP 669: The Museum and the PublicHistoric Preservation Planning ProgramDepartment of City & Regional PlanningCornell UniversityIthaca, New York
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Identity Part 1
Introduction
Promotions Part 2
Funding Part 3
Managing the Site Part 4
Promotions, Experiences, Education, & Exhibitions Part 5
Conclusion, Appendix, Sources
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INTRODUCTION
Get outside. With this as the unofficial mission of the Lime
Hollow Center for the Environment and Culture (Lime
Hollow), the organization is seeking to counter peoples
increasing disconnect from the natural world. For children
in particular, nature has become
more of an abstraction than a
reality, with one research study
reporting that a group of eight-
year-olds could more readily
identify cartoon characters than
they could name otter, beetle,
and oak tree (Moore, 1997).
Richard Louv, author of Last
Child in the Woods has named this phenomenon nature-
deficit disorder, the human costs of alienation from nature,
among them: diminished use of the senses, attention
difficulties, and higher rates of physical and emotionalillness (Louv, 2006:34). At a time when the social,
psychological, and physical implications of too much time
spent inside become apparent, Lime Hollow, with Louvs
book as an inspiration, seeks to bring people back to
nature by providing year-round environmental education
and recreation opportunities through utilization and
protection of the natural and cultural attributes of the LimeHollow area (Lime Hollow, 2007).
The idea to create a Lime Hollow Nature Preserve
originated in the late 1970s with the Environmental
Management Council, an official citizen advisory board to
the county on local environmental issues, in the late
1970s; however, the Preserve was abandoned due to a
loss of interest and an inability to obtain property. Interest
resurfaced in 1991 when a group of individuals approached
the Tunison Laboratory of Aquatic Science about acquiring
property to create a nature center. After two years of
planning, what is now known as the Lime Hollow Center for
Environment and Culture (Lime Hollow) was founded with
the goal of providing year-round environmental education
and recreation opportunities for central New York.
Today, in addition to the original 100 acres of land acquiredthrough a renewable use agreement from the U.S. Fish and
Wildlife Service, Lime Hollow now controls 493 acres of
geologically unique, ecologically diverse land featuring marl
ponds, ferns, bogs, and high concentrations of lime
(Anderson, 2002). For over a decade, Lime Hollow has
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The resulting report is organized into five parts, eachevaluating a different aspect of Lime Hollow and providing
recommended courses of action. Part one will address the
organizations identity and the importance of well-defined
institutional values, mission, and vision. Part two will
elaborate on promoting Lime Hollows identity in the
community through outreach, advertising, and marketing to
a broader audience. Issues surrounding funding and pricing
will be addressed in Part three. Parts four and five will
address current practices and future potential in land
management and programming respectively.
Recommendations will be collecte d in the conclusion of the
document.
Hollow. Mission, Vision, Values, contact information, and other relevantdata are included.Themes to approach when looking at these organizations and programsmay involve (DiCosimo 2005):
1. Partnership proactively creating partnerships and networks2. Accessibility of resources, including knowledge, collections,
expertise3. The Story creating the larger context4. People putting people into the equation, seeing people in
relation to and as part of the natural environment
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PART 1
- IDENTITY -
The first challenge in the process of creating a long-term
strategic plan is to understand identity through defining
institutional values and drafting mission and vision
statements. Values are statements that reflect an
organizations culture and priorities. These statements can
in turn be used to define why an organization exists, its
purpose, and where it stands is accomplished through the
creation of a
mission statement.
Finally, a vision
statement reflects
on the future
direction. Once an
organizations
identity is clearly
defined, it may then focus attention on building a solidaudience and community support, and generating sufficient
funds and reserves to sustain the organization in the long
run with a more directed approach (Kotler & Kotler, 1998).
Lime Hollow is in the process of redefining itself, adapting
to changing expectations and conditions, and responding to
new forms of organization, exhibit design, programming,
and services. During this redevelopment, it is important tothe long-term health of the institution to establish a
framework to build upon.
The values of Lime Hollow should be used to shape the
actions of the organization. For example, the Strathcona
Park Lodge and Outdoor Education Centre, an organization
operating to provide interactive, hands-on outdoor
education experiences for its visitors, has established six
core values:
Challenge by Choice: Providing the opportunity for
individuals to choose to take appropriate risks in a safeenvironment where success is guaranteed;
Living on the Edge: Being open to new experiences andnew ideas, and peoples differences;
Stewardship: Caring for ones local environment andteaching others to care too;
More with Less: Minimizing ones impact on the planetthrough ones choices;
Happy Warrior: Going at tasks (including the mundaneor daunting) with gusto, being appositive contributor toa team, and pitching in, in whatever way one can tohelp;
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Generosity of Spirit: Thinking of others with kindnessand charity, giving others the benefit of the doubt,
treating people with respect (Strathcona Park Lodge &Outdoor Education Centre, 2007:14).
These values inform the actions of the organizations
philosophy to not separate work from play, or education
from life, and its mission statement: to teach the wonder,
spirit and worth of people and
the natural world through
outdoor pursuits (2007:1). They
also help to define the parks of
ferings, which include training in
outdoor skills and environmental
awareness.
Lime Hollows values must speak to everything from the
Centers intended long-term impact on the land that it
occupies to the nature and scope of environmental
education offered. Februarys draft document has started to
address the Centers values as expressed through its goals
for Lime Hollow by 2012. These tentative goals stated:
In 2012, the Lime Hollow Visitor Center will
Provide opportunities for direct experience with thenatural world
Provide opportunities for learning and growth
Be one of Central New Yorks most publicized andtalked about natural areas
Be a key mention on anyones quality-of-lifedescription of the region
Provide added revenue to the Lime Hollows OperatingBudget
Be kept current, relevant, up to date based easilychangeable modular displays
Be embraced as a community resource for meetings,conferences, showcasing exhibits, etc.
Be a modern facility with green features and a modelof recycling excellence
Be a key asset to the tourism profile of Central NY andthe Finger Lakes region. (February Retreat Outline,2007).
As the organization continues to develop, the staff and
Board of Directors should consider all decisions in terms of
whether they meet the institutions core values. For
example, if a core value of the organization is to provide
visitors with direct experience with the natural world, then
those actions that create an environment that is overly
developed or interpreted by manmade interventions would
run counter to this stated value. The environmental and
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cultural amenities of the site must be key to Lime Hollows
core values as these resources, once damaged byimproper or over-use, degradation due to neglect, or
improper programming are extremely expensive to repair,
recreate, and replace, if not impossible.
Institutional values should be established for areas of
education, recreation, nature, and culture in order to
guide decision-making and as a way to prioritize ideas
under relevant categories.
Establishing core values will help to inform the Centers
mission and vision statements. Lime Hollows mission
statement should incorporate the deepest meanings
inherent in the charter of the institution and should define in
one sentence the boundaries and scope of the institution,
and creates a framework upon which all proposals can be
tested. 2 Mission statements can serve as an advertising
slogan, but more often are used to remind employees andvolunteers of the overall goal they are expected to pursue.
In the case at hand, the mission should therefore
2Examples of mission statements for other institutions of various size andfunctions have been included in the Appendix for reference when finalizingthe draft mission statement.
incorporate socially meaningful and measurable criteria
addressing concepts such as the Centers position ofconserving natural resources, its dedication to
environmental education, and its devotion to its audience.
Outdoor education centers across the country with
programs comparable to Lime Hollows have created
similarly worded mission statements:
To cultivate awareness, appreciation, and responsibilityfor the natural world (Cayuga Nature Center, 2007).
To serve the youth and business community of theMidwest with conservation-based learning opportunitiesin a world-class outdoor environment (OwasippeOutdoor Education Center, 2007).
To prepare students through unique experiences to belifelong learners and responsible citizens by developinga global understanding of the environment in whichthey live (Fairview Outdoor Education Center, 2007).
Lime Hollows mission can be deduced considering the
name Lime Hollow Center for Environment and Culture,
which implies the three concepts vital to the understanding
of the organizations fundamental purpose:
1. Center this institution is a place for the gathering of
people, activities, and information.
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2. Environment this institution is devoted to celebrating
and preserving the natural environment.3. Culture this institution is devoted to human culture as
expressed in the region.
These concepts are reflected in the Centers working
mission statement drafted at the February 2007 retreat: To
provide year-round environmental education and outdoor
recreation opportunities through utilization and protection of
the natural and cultural attributes of the Lime Hollow area.
This mission is evidenced in the interplay between
education, recreation, and nature in current programming
that embraces the
enjoyment of the natural
world through experiential
learning, passive recreation,
childrens programs, and on-
site educational
opportunities.
Prior to using the new mission statement in marketing
materials, on the webpage, or in press releases, the current
statement should be reviewed with the Board of Directors,
presented in staff training sessions, and presented to
educators in order to establish it reflects the common goal
of those with the greatest interest in Lime Hollow. Inaddressing the revision of the mission statement, the
organization should address the following questions:
What is the role of this institution in ourregion/state/nationwide?
Who is our audience?
Does our mission statement accurately reflect theconcepts presented by the Lime Hollow Center forEnvironment and Cultures name?
Does the mission statement fully express the foundingprincipals of the bequest of Lime Hollow?
Is this mission statement dynamic enough to allow forfuture change?
Is this mission statement simple to understand andpresent to our audience?
A clearly worded mission statement should be created,
reviewed, and finalized in order to provide the
organization with a shorthand explanation of
institutional identity for the purposes of decision-
making, promotion, and outreach.
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Finally, it is important that the organization look ahead by
creating a vision statement. Unlike the mission statement,which lets people know the current state of the
organization, the vision statement should be a clear
message about the organizations view of the future; it
should be both realistic and ambitious, challenging the staff
without overwhelming them. Lime Hollow currently has no
institutional vision statement; however, the Visitors Center
vision statement states, Lime Hollows Visitor Center
provides a platform for people of all ages to learn,
understand, and connect with the wonders of the natural
world. Its where you belong! This powerful statement
about the new Visitors Center shows the enthusiasm the
staff has for the buildings potential. Other organizations
institutional vision statements speak to future goals:
[The organization] will be a nationally recognized centerfor science-based forest conservation and Blue Ridgeculture. Its rich historic and natural resources create an
ideal environment for meaningful discussion,interpretation, and education (Cradle of Forestry, 2004).
The Center will be the leader in nature andenvironmental education that ignites a lasting desire topreserve and protect the natural world (GreenburghNature Center, 2007).
A similar statement addressing Lime Hollow as an
organization is needed to clearly outline the Centers plansfor the future by establishing realistic and rational
aspirations. Lime Hollows vision statement should clarify
how the organization will promote education, recreation,
and preservation while connecting visitors to the natural
world. When forming the vision statement, the staff at Lime
Hollow should consider the following questions:
Does the vision statement directly reflect the missionstatement?
What changes might be made to present a visionstatement more in line with a long-range view of Lime
Hollow?
What should Lime Hollow be in three years, in fiveyears, in ten years, in twenty years? Creating a list ofprojected qualities for the future may lead tofundamental changes to the vision statement.
Creating a vision for Lime Hollow should incorporate staff
ideas of the benefits of Lime Hollows high quality of
experience for the visitor that is unachievable at any other
location in the region. Ultimately, the goal of the vision
statement should be thinking beyond the day to day
decisions and stresses to the greater whole and expanding
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upon the optimism and enthusiasm of the present staff
could lead to a very exciting vision of the future.
A well-drafted vision statement may prevent resource-
consuming re-designs, renovations, and restorations
of facilities and site amenities not envisioned to be in
line with the future of Lime Hollow.
Although Lime Hollows mission statement, vision
statement, and values list are currently in the process of
revision, it is extremely important that these elements be
established in the coming year. Expanded activities
imagined in conjunction with the new Visitor Center and
expanded Childrens Day Camps will bring increased
opportunities to create an organization that is in line with
these documents. The impending opening of the new
building brings a rare opportunity to present the mission
and vision of Lime Hollow to an enthusiastic audience
ready to help this growing institution.
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PART 2
- PROMOTIONS -
In order to maintain its current audience and gain additional
support, Lime Hollow must promote itself in the community;
to this end, the organization should seek to enhance its
reputation as a destination for environmental and cultural
experience and education in central New York. It has been
said of organizational promotion if persuaded across the
threshold most people find something to interest them
and make a visit worthwhile. The challenge is not only to
provide a good experience for those who visit, but to
improve marketing techniques to attract those who do not
(Museums & Galleries Commission, 1992:33). Marketing,
advertising, and public relations can be used to promote
general recognition of Lime Hollow by way of institutional
advertising, for the shorter term promotion of specific
events or exhibits by classified or product advertising, or
with general promotional materials to enhance membershipnumbers.
A telephone survey conducted by SUNY Cortland students
in 2002 showed that the majority of respondents who had
heard of Lime Hollow take advantage of the centers
natural setting through outdoor recreation and educational
events. (SUNY Cortland, 2002: 16). The study furthershowed that while the organization has successfully
marketed itself as a nature center, respondents did not
strongly identify Lime Hollow as a center for culture.
Therefore, the Centers should
promote its most valuable asset, the
land, by emphasizing the features
that make it unique. Other local
institutions have similar offerings of
wildlife or spectacular geologic
features making it important to
promote ecologically unique
aspects, such as the donut bog, that
will set Lime Hollow apart from the competition and build on
the current visitorship. Therefore, the organization should
undertake the creation of a directed marketing/media
strategy.
While Lime Hollow currently attracts a healthy
audience from the immediate communities, promoting
the organization is imperative to expand visitorship to
the regional level in order to ensure the centers
viability, maximize educational outreach, and
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Post accurate, timely information online.
Continually expand and maintain your e-mail mailinglist.
Add a staff profile page
Add an on-line calendar to keep visitors and touristsplanning a trip to the Cortland area informed of theorganizations events.
Promote your website (and any new features it mayinclude) in print publications
It is advisable to evaluate all media outreach efforts in
order to determine whether the desired outcome is
achieved, thereby allowing the addition of alternative
methods and the elimination in ineffective ones.
Promotional strategies must be fully supported by everyone
in the organization. Policies and procedures for Lime
Hollows press relations might include appointing one
person to address public relations for the organization (if
necessary, a volunteer can fill this position); however, all
staff, volunteers, and board members should be madeaware of procedure when contacted by those interested in
the organization.
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PART 3
- FUNDING -
There are a number of financial consequences associated
with running an expanding institution. A rising level of
demand for services and programming, reaching broader
audiences, expanding educational roles, expanding staff,
and simply playing a larger role in the community are costly
undertakings (Kotler & Kotler, 1998). There are a variety of
ways in which an organization can be financed including,
but not limited to grant writing, endowments, public sector
funding, donations, memberships, fees, and gift shops.
Although a number of long term opportunities exist for Lime
Hollow to raise money, ranging from seeking public
partnerships and therefore public funding to hiring a part
time grant writer, the best short term strategy for
addressing funding is to reexamine the organizations
current pricing strategies.
Although no organization likes to increase its prices for fear
of losing members and/or visitors, in order to better serve
its audience, Lime Hollow may need to reevaluate its
current system. Because the organization has neither the
benefit of an endowment, nor does it charge visitors
admission fees, pricing of memberships, facilities rental
and event fees, donations, and merchandise sales are
heavily relied upon to support operations. The organization
should therefore consider charging higher prices for the
services that come at a cost. For example, the current
charge to school groups could be reconsidered based on a
comparison to other similar
institutions fees for the same
services; Lime Hollow may also
wish to consider a partnership
with the BOCES program in order
to supplement the expense to the
schools. It is also important that
event, camp, and other
programming prices at least meet,
at best exceed, the cost of hosting
these event. A slight increase in expense to the public may
not be noticed by visitors, but would be of great benefit to
the organization.
Lime Hollow should also consider changing the structure of
its membership offerings. In addition to individual, family,
and corporate memberships, the organization could offer
memberships of interest. These memberships, offered at a
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higher price than regular individual memberships, would
offer the purchaser free access to interest related special
events. For example, a Birdwatcher Membership might
include an additional charge, but would provide this special
member free access to relevant lectures and events at a
limited marginal cost to Lime Hollow while helping to cover
trail maintenance and bird seed costs. Other special
interest memberships might include topics such asgeology, outdoor fitness, survival skills, flora and fauna,
and winter sports memberships.
Pricing of memberships, services, and special events
should be reconsidered in order to meet the
organizations--costs.
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CHAPTER 4
- MANAGING THE SITE -
Lime Hollows greatest asset is the quality of the
environment. The land is primarily un-developed, with
mature woodlands, luxuriant wetlands, and a complex
ecosystem of supreme beauty. The Centers location at
the headwaters of the Town of Cortlands water supply, theunderlying topography and geology which presents itself
on-site as lakes, marshes, and creeks, the fragile
ecosystems of bogs, marshlands, and wetland forest
located on site, and the adjoining location of the Tunison
Fish Hatchery all provide tremendous local appeal as well
as a fundamental tendency of the locals to protect this vital
environment. As a center for environment and culture, the
organization focuses both on outdoor education and
recreation as well as the protection of the sites natural
resources. Therefore, striking a balance between visitor
accessibility and preservation of the natural landscape is
the key site-management issue facing Lime Hollow.
Lime Hollow should prepare Cultural Landscape
Report in order to protect the landscape while
maximizing opportunities for education and recreation.
There are a number of issues to take into account when an
organization is considering how a landscape should be
treated, including, but not limited to the replacement of
declining vegetation, the rehabilitation of site structures,
and accessibility provisions for the disabled (Preservation
Brief 36). Prior to taking any course of action it is necessary
to conduct an evaluation ofthe property. One method
of evaluation is the
completion of a Cultural
Landscape Report (CLR),
which documents the
history, significance and
treatment of cultural
landscapes. Through the evaluation of changes in
geographical context, features, materials, and land use,
CLRs can assist an organization in the planning process
prior to irrevocable damage to a cultural landscape.
Creating a CLR requires the following steps:
Historical research;
Inventory and documentation of existing conditions;
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Site analysis and evaluation of integrity andsignificance;
Development of a cultural landscape preservationapproach and treatment plan;
Development of a cultural landscape management planand management philosophy;
Development of a strategy for ongoing maintenance;and
Preparation of a record of treatment and futureresearch recommendations (Preservation Brief 36).
Preparation of a CLR for Lime Hollow will help the
organization with the creation of a long-term management
plan, an interpretive plan, exhibit design, maintenance
guidelines, and historic structures reports for the
administration building and barn. A comprehensive eco-
systematic inventory of Lime Hollows resources should
include:
Natural features, including ecosystems, topographical
features, soundscapes, and water systems;
Flora and fauna, including location of specific habitats;
Trails and Infrastructure, including buildings, bridges,and artifacts; and
A history of human inhabitation and use of the site,including documentation of current uses of the site.
Lime Hollow should capitalize on its membership and
volunteer base to compile a CLR. These volunteers and
visitors can be organized to perform species counts and
surveys. Further, volunteers from SUNY Cortland, TCCC,
Cornell, Ithaca College, and other institutions can be
recruited to conduct site inventories and maintenance.
Lime Hollow should also cultivate relationships with faculty
and academic departments including Architecture, HistoricPreservation, Landscape Architecture, Planning, Civil
Engineering, Geology, and Biology. This information should
be compiled into a comprehensive inventory of site
resources, which may be structured as follows:
Site History
Site Conservation Plan
Inventory of site resources and assessment ofcurrent conditions
Phased long-term and short-term goals
Methods for achieving goals
Plan for land acquisitionTrails Management Plan
Inventory and map of current trails andconditions
Phased long-term and short-term goals
Methods for achieving goals
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Buildings Management Plan
History of buildings on the site
Inventory of buildings and assessment ofcurrent conditions
Phased long-term and short-term goals foruse of buildings
Methods for achieving goals
Mapping the information gathered in this survey will help
identify patterns and connections and enhance the
understanding and interpretation of the site.
Like any protected landscape that is open to public use,
Lime Hollow faces the potential threats of erosion and
overuse, especially with the anticipated increase in visitors
following the opening of the new Visitor Center. A CLR
would help to conserve the fragile hydrological features
such as streams, bogs, and marshes, from the threat of
negative impacts from visitors becomes greater. Without a
formalized, long-range site management plan or official
process or policy regarding site management decisions,
well meaning but inappropriate actions could adversely
affect the landscape. A detailed plan for the management
of the trail system is needed to prevent overuse and
damage to natural features.
Assessment of the current land conditions shows
approximately eight miles of foot trails weave through Lime
Hollow, connecting to five parking areas. The trails are
varied in length and difficulty and each is generally focused
on a particular aspect of the site. Interpretive signage is
found along many of the trails, including innovative displays
such as the well designed, interactive duck watch structure.
The trail system forms the core of the recreational
opportunities at the center. Finally, the planned acquisition
of the Chicago Bog, a key feature and major attraction of
the site, will be a valuable addition to the Centers current
holdings.
This basic assessment reveals several issues arising out of
site conditions. For example, the number of trails,
particularly in the southern portion of the site, results in
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confusing crossings and redundant pathways. Signage is
unevenly distributed, leaving some points completely
unmarked and others cluttered with signs. The number of
trails makes color or shape coding difficult, and the types of
markers used are inconsistent. Additionally, the
interpretive signage on many of the trails is inadequately
moisture-proof and printed in colors, particularly shades of
blue, which quickly fade in sunlight. Trail connectivity isalso an issue, as some of the buildings and major points of
interest on the site are not clearly linked by the trail system;
to walk between the new Visitor Center and existing
education center, one must navigate at least five trail
crossings and changes of direction. The Phillips Memorial
Trail, which leads to the Chicago Bog, arguably the main
attraction of the trail system, is not directly connected to the
main trail network, requiring visitors to walk on the shoulder
of Gracie Road between the Bog Spur Trail and the Phillips
Memorial Trail. Ease of trail use could be enhanced
through the creation of standardized trail markers and
bulletin boards at trail heads. Bulletin boards should also
have space for posting trail announcements (such as
hazards and closures), information on programs and
special events, and information on current exhibits at the
Visitor Center. This type of signage could encourage trail
users to stop by the Visitor Center and possibly make a
donation or purchase.
Monitoring trail use is important in determining the carrying
capacity of the trail system and developing trail
maintenance goals. Seasonal use should also be
evaluated. One strategy for assessing usage is back-
counting the mapsplaced at each
trailhead. This
method is imperfect,
as not every user will
pick up a map, and
groups of two or
more are likely to
share a map;
however, it is an
easy, cost-free way to count trail users. Another option to
use in conjunction with the map-counting method would be
to encourage users to sign trail logs at each trailhead. An
incentive for signing could be entry into a drawing for free
membership. The trail logs would need protection from
weather, and the construction of a trail log structures could
be ideal scout projects.
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Hiker impact should also be assessed at ecologically
sensitive areas such as bogs and creek-crossings.
Impacted areas and eroded trails should be allowed to
recover. Overused trails can be temporarily retired or
rotated, and interpreted to the public as part of Lime
Hollows commitment to preservation. Trail maintenance
techniques and cautionary signage can help alleviateimpact in sensitive areas. Future expansion of the trail
network should take into account sensitive areas with
provisions for their protection. Finally, the Center should
also consider a partnership with the Leave No Trace
Center for Outdoor Ethics (LNT). Inclusion of the seven
Leave No Trace principles on the trail map would educate
users about outdoor ethics and help prevent damage to the
site. A nonprofit partnership with LNT is required for use of
their logo and seven principles text. Nonprofit
partnerships cost $100 per year for institutions with annual
operating budgets of under $3 million. Benefits would
include a link from the LNT website, 10% discount on
educational materials, use of LNT seven principles text
and logo, seasonal content for the Lime Hollow website,
visits from Traveling Trainers, an LNT toolkit with
educational material and resource CD, and listing in the
LNT annual report (LNT Partnership Benefits). A
partnership with LNT would reinforce Lime Hollows
commitment to preservation and would provide powerful
tools for educating the public about appropriate outdoor
ethics.
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CHAPTER 5
- PROGRAMS, EXPERIENCES, EDUCATION, AND EXHIBITIONS -
Educational research has shown that science learning
should and does occur not only in school but outside as
well, not only during the limited years that we are in school
but throughout our lifespan (Crane, et al., 1994:4).
Through informal learning, Lime Hollow is in the position topromote its mission of preservation of the natural
environment through their programming by leveraging
visitors experiences to support the pursuit of
environmentalism. Informal learning opportunities, those
activities that occur outside of the school setting, are
characterized by voluntary as opposed to mandatory
participation as part of a credited school experience;
however, these activities may be also serve as a
supplement to formal learning or be used in schools by
teachers. The difficulty of informal learning activities is that
they are often in competition with other less challenging
uses of time. Because participation depends on providing a
meaningful and/or enjoyable experience, in order to serve
as an educational facility, Lime Hollow must be able to
attract and hold an audience.
Lime Hollow has a strong foundation to build upon with a
variety of programs already offered throughout the year.
For its general audience, workshops are given on subjects
ranging from winter tracking to creating a fire in the woods.
Special events like the Wilkins Bird lecture by Steven
Kress, maple sugaring day, and the Fishing Festival co-
hosted with the neighboring Tunison Aquatic Center as well
as holiday offerings including the Halloween Creatures ofthe Night and Christmas tree sale bring visitors of all ages
to the site. Educational programming geared to a younger
audience include a day camp for preschoolers held
throughout the year and summer day camps for older
children offering session topics like Survivor: Lime Hollow,
Tree-Mendous, and Super Camper Week. These popular
childrens programs currently run at capacity. Finally, Lime
Hollows educational programming brings over three
thousand students to the site annually as part school-
sponsored field trips, drawing students from schools in
Cortland and the surrounding counties.
Despite strength in programming, many opportunities exist
for the organization to enhance current opportunities and
expand its range of offerings. Further, with the addition of
the Visitors Center exists the potential for a larger number
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of visitors as well as greater numbers of campers. In order
to better utilize their indoor and outdoor resources and
provide visitors with opportunities for learning about their
surroundings, Lime Hollow must focus on managing its
current programming, creating more diverse and regular
offerings, improving exhibitions and collections, and
promoting environmental education and stewardship.
Meeting these objectives will better allow the organizationto meet both the
visitors needs for a
meaningful and
enjoyable experience
and the organizations
goals of education,
preservation, and
recreation.
Managing Ongoing Programs
At the core of an organization such as Lime Hollow are its
offerings; therefore, maintaining and managing the quality
of ongoing programs needs to be a first priority (Kotler &
Kotler, 1998). Easier management of current offerings can
be achieved by formalizing programming through the
creation of a manual for general and educational
programming, which will increase productivity by reducing
time spent in asking and answering questions, and will
provide valuable assistance in training new employees and
volunteers. Further, a programming manual will ensure that
important procedures, operations, and contacts will bepreserved after key personnel leave the organization. Prior
to drafting the manual, it will be important to determine
what audience will use the document; this may include, but
is not limited to staff, Board members, volunteers, and
educators.
Creating a manual will entail collecting sources of
information such as memos or office records, past
programming schedules, educational materials, BOCES
education requirements, and relevant contact information.
The individual[s] responsible for drafting the document may
also wish to interview knowledgeable individuals on
programs and procedures. Individual sections should strive
for clarity of expression and brevity. Time spent reducing to
detail the procedures and operations associated with the
events currently offered will also provide the opportunity to
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thoroughly assess what is being offered at Lime Hollow and
create the opportunity to fill in any perceived gaps in
programming with more diverse and regular offerings.
Upon completion of an initial draft, the organization should
initiate a review period for its relevant audience, followed
by any necessary revisions.
Creating More Diverse and Regular Offerings.
Lime Hollow should develop new offerings in order to
appeal to a larger and broader audience (Witteborg, 1981).
These new offerings can be developed specifically to
attract underserved segments or to appeal to regular
visitors and museum members, who are likely to welcome
new things on subsequent visits (Kotler & Kotler, 1998:
182). It is extremely important in institutions that rely on
repeat visitors to generate new types of ancillary
programming; therefore, the organization should consider
increasing the variety, rather than frequency, of
programming opportunities offered throughout the year. In
particular, Lime Hollow could focus on expanding
interpretive hiking opportunities and enhancing its speaker
series, special events, and workshops.
To realize its programming potential, Lime Hollow
should create new, diverse educational and
recreational offerings that are available to visitors year-
round.
Research addressing programs that interpret the natural
environment show those interpretive methods not only help
to protect the environment but also increase visitorenjoyment (Alcock, 1991; Jelinek, 1990; Beckmann, 1988),
making interpretation valuable for managers and tourists
(Forestell, 1990). SUNY Cortlands 2002 survey of Lime
Hollows members indicated that at the top of the list of
future facilities and services desired were self-guided,
interpreted nature trails (SUNY Cortland, 2002: 31).
Therefore, Lime Hollow should select the specific themes
or messages that it seeks to impart, so that the visitors
leave with several specific messages regarding their
experience (examples include: understanding geology, self-
guided bird watching, Lehigh Valley rail trails, forestry,
watershed management, etc.). A number of techniques
may be appropriate to help visitors understand the
geologically and culturally unique area including, but not
limited to presentations, brochures, self-guided trails,
interactive computers, videos, activities and games, signs,
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displays and exhibits. Finally, it is important to evaluate the
success of such programs through the design of a
feedback-testing mechanism such as a
suggestion/complaint box, visitor comment cards, or
questionnaires.
Health professionals and environmentalists alike have
expressed concern over the possible implications the lackof nature education and interest in the outdoors has on
society at large, positing that if children don't feel as if the
outdoors belongs to them, they may not care as much
about what happens to it... issues like climate change or
sustainable development won't resonate with young people
as they become consumers and decision-makers (Faulder,
2007). Lime Hollow is in an excellent position to establish
itself as one of the premier environmental education
facilities for children and families in the central New York
region and should strive to educate its public on
sustainability and set an example as an impeccable
steward of the environment. This type of programming is
already strong at the Center, evidenced by the results of
the SUNY Cortland study, in which members were asked to
name the programming they would most like to see again.
The majority of responses address nature education,
including geology tours, maple sugaring, organic culture,
recycling, stewardship of land, and backyard habitats
(Anderson, 2002).
Other possible avenues to promote sustainability and
environmental stewardship are through workshops and
exhibits. Workshops topics could include Reduce, Reuse
and Recycle, the Joys of Composting, and Exploring theBiodiversity of Lime Hollow. One possible partnership is
with the Onondaga-Cortland-Madison Board of Cooperative
Educational Services. The OCM BOCES supports
environmental education. BOCES offers programs on
various topics that enrich Lime Hollows quality curriculum.
The programs for the Kindergarten to eighth grade include:
Animal Tracks, Life in a Forest Community, Life in a Pond
Community, Every Day is Earth Day, Food Chain, Candle
Dipping, Wilderness Survival, Composting, Value of
Wetlands, and Solar Energy. This programming could be
further supported by Visitors Center exhibits, both
temporary and permanent, which focus on various aspects
of environmental education.
In addition to creating broader outdoor interpretive and
environmental education programs, Lime Hollow should
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also seek to expand its speaker series. These events
should target adults and families by exploring topics related
to the environment, natural resources, and conservation.
To enlist potential volunteer speakers, Lime Hollow should
explore contacts at
SUNY Cortland, Cornell,
Ithaca College, Tunison,
and Cayuga NatureCenter. Attention should
also be focused on
important environment-
related holidays such as
Earth Day (April 22),
Arbor Day (April 27),
Wetlands Day (February
2), or World Habitat Day
(first Monday in October) as opportunities for special
lectures or other events. Finally, Lime Hollow should
develop a monthly workshop series targeted at adults,
families, and children. Similar organizations have hosted
workshops on subjects including quilting, knitting, wreath
making, massage therapy, composting, tie dying, trail
maintenance, orienteering, and candle dipping. Again, the
organization could explore contacts in Cortland, Ithaca, and
surrounding areas to enlist potential volunteer instructors.
Finally, Lime Hollow should expand its team by enhancing
its volunteer and internship programs. Compared to other
museums, one of Lime Hollows competitive advantages is
that it could make use of resources from surrounding
universities and colleges. Through advertising on student-job websites, cooperating with student groups in all kinds of
activities, or many other ways to promote in the schools,
Lime Hollow could become an attractive place for students
who are looking internship or volunteer work. A volunteer
and intern work record system could help to achieve better
acknowledge of how well school promotions work for
attracting people and how well they are performing. This
system could also make record of each intern or
volunteers job satisfaction, in order to carry out possible
changes or corrections in specific polices in Lime Hollow in
the future. To encourage volunteering, benefits may be
offered to interns or volunteers, such as free membership
for a certain period; the right to join the Lime Hollow mail-
list and receive newest activity information and; and the
opportunities to participate in special parties or activities for
previous and current interns and volunteers
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resources for each such implemental strategy.
Alternatively, understanding that success with press
relations is directly dependant with the amount of effort you
exert, it is also important to remember that this is only one
part of overall community outreach. The most valuable
thing is to maintain high quality programming and good
relations with existing visitors so that they will continue to
spread positive reviews of Lime Hollow by word-of-mouthto their family and friends. A core element to developing
such quality offerings and to promoting the Centers identity
lies in the design of a useful mission statement. Whether
Lime Hollow will be known as a venue for local culture or a
center for progressive environmental activism, this goal
must be clearly stated in the organizations mission,
literature, press releases, and in the very programs it
provides. In the end, it is imperative to entice people to visit
and to present Lime Hollow as a place where people
belong.
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Michener, Dr. David C. Peoples, Plants, and Cultures at theUniversity of Michigan Matthaei Botanical Gardens PublicGarden, April 1999, pp. 27-30.
Moore, R. (1997). The Need for Nature: A Childhood Right,Social Justice, 24(3).
National Environmental Education and Training Foundation(2002). Environmental Education and Educational Achievement:Promising Programs and Resources. Washington, DC: National
Education and Environmental Partnership.
No Child Left Inside-Environmental Awareness,The Economist.10 February 2007.
Owasippe Outdoor Education Center (2007). Retrieved 5/10/07from www.ooec.org.
Pate, R., et al. (1995). Physical Activity and Public Health: A
Recommendation from the CDC, JAMA, 273(5).
Pearson, A. & Aloysius, C. (1994). Museums and Children WithLearning Difficulties: The Big Foot. London: The British MuseumPress.
Pellegrini, A. & Smith, P. (1998). Physical Activity Play: TheNature and Function of a Neglected Aspect of Play,
Pretty, J. (2004). How Nature Contributes to Mental andPhysical Health, Spirituality and Health International, 5(2).
Rakow, Donald A. Starting a Botanical Garden or Arboretum:Moving from Planning to Reality ThePublicGarden, 2006,Issue 1.
Reisweber, G. (25 February 2007). Lime Hollow Retreat, Draft#2.
Serrell, B. (1996). Exhibit Labels: An Interpretive Approach.Walnut Creek: Altamira Press.
Strathcona Park Lodge & Outdoor Education Center (2007).Information Booklet. Retrieved on May 17, 2007 fromhttp://www.strathcona.bc.ca/schools/SPL_Info.pdf
SUNY Cortland (2002). Lime Hollow Nature Center: A Survey ofthe Perceptions of the Residents of Cortland & TompkinsCounties. (Research Methods Class, Department of Recreation
and Leisure Studies). Cortland, New York: SUNY Cortland.
Winer, Leo. Definitions of SWOTs January 27, 2006 upload toFlickr
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APPENDIX
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