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


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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


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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Lime Hollow Strategic Development Plan

Documents

Transcript of Lime Hollow Strategic Development Plan