Prepared for

Lime Hollow Center for Environment and Culture

Cortland, New York

Spring 2007

Instructors
Assoc. Prof. Jeffrey M. Chusid
Cathy Klimaszewski

Teaching Assistant
Emily Bergeron

Students
Xinxin Cai
Edward G. FitzGerald
Ashima Krishna
Kristen Vaughn Olson
Katie Rice
Michelle Lynn Striney
Lindsey Wallace

CRP 669: The Museum and the Public

Historic Preservation Planning Program
Department of City & Regional Planning
Cornell University
Ithaca, New York
 Introduction

Identity Part 1

Promotions Part 2

Funding Part 3

Managing the Site Part 4

Promotions, Experiences, Education, & Exhibitions Part 5

Conclusion, Appendix, Sources

2
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 people’s
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 emotional
illness” (Louv, 2006:34). At a time when the social,
psychological, and physical implications of too much time
spent inside become apparent, Lime Hollow, with Louv’s
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 Lime
Hollow 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
1970’s; 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 acquired
through 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
offered visitors scenic hiking trails, family oriented activities,
and environmental education; however, with a new visitors
center slated to open on May 26, 2007 and the
appointment of Glenn Reisweber as Executive Director the
organization has recognized the opportunity now exists for
the organization to undertake a strategic planning process.
The intent of this report is to assist that process, helping
the organization to evaluate and develop its goals and
purposes of education, recreation, and conservation.
Towards this goal, our group, a class of graduate students
from Cornell University, examined the institution, and
arrived at a set of key issues, research precedents, and
recommendations for the staff of Lime Hollow.
- METHODOLOGY -
Students in CRP 669: The Museum and the Public (Jeffrey
Chusid and Cathy Klimaszewski), undertook this project in
order to prescribe the strategies and tools for development
that follow, it was first necessary to conduct a preliminary
analysis of Lime Hollow as an outdoor education center.
This was accomplished through site visits, interviews with
organization administrators, and reviews of
organization’s budget, newsletters, webpage, and
marketing materials. This information was then used to
conduct a S.W.O.T. analysis of the site. A tool frequently
used in various types of development projects, S.W.O.T.
takes a critical look at existing Strengths, Weaknesses,
Opportunities and Threats, which allows for the
identification of internal and external factors affecting the
development of the institution. With the objective of the
continuing success of Lime Hollow, and in furtherance of
completion of the preliminary mission and vision
established at the February 2007 retreat, students
examined Lime Hollow’s organization, site, and
programming. Key issues of merit and concern were
identified and recommendations were made based on site
research, a review of the literature, and a review of best
practices from similar institutions in the outdoor education
sector.1
1
Many other institutions were researched for the creation of the Lime
Hollow Center for Environment and Culture Strategic Plan. Precedents
were selected based on similarity of issues, whether they were:
- Similarly sized institutions
- Institutions with similar goals/mission
- Institutions facing similar issues and opportunities
- Successfully programmed sites
- Great examples of creative ideas
the Site precedents were taken from all over the United States, but tended to
focus upon the Northeast, environmentally focused institutions, and related
programs. Included in the appendix are lists of many institutions with
commentary by the research team on potential areas of interest to Lime
4

The resulting report is organized into five parts, each

evaluating a different aspect of Lime Hollow and providing
recommended courses of action. Part one will address the
organization’s identity and the importance of well-defined
institutional values, mission, and vision. Part two will
elaborate on promoting Lime Hollow’s 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 relevant

data are included.
Themes to approach when looking at these organizations and programs
may involve (DiCosimo 2005):
1. Partnership – proactively creating partnerships and networks
2. Accessibility of resources, including knowledge, collections,
expertise
3. The Story – creating the larger context
4. People – putting people into the equation, seeing people in
relation to and as part of the natural environment
PART 1 new forms of organization, exhibit design, programming,
- IDENTITY - and services. During this redevelopment, it is important to
the long-term health of the institution to establish a
The first challenge in the process of creating a long-term framework to build upon.
strategic plan is to understand identity through defining
institutional values and drafting mission and vision The values of Lime Hollow should be used to shape the
statements. Values are statements that reflect an actions of the organization. For example, the Strathcona
organization’s culture and priorities. These statements can Park Lodge and Outdoor Education Centre, an organization
in turn be used to define why an organization exists, its operating to provide interactive, hands-on outdoor
purpose, and where it stands is accomplished through the education experiences for its visitors, has established six
creation of a core values:
mission statement.
Finally, a vision “Challenge by Choice: Providing the opportunity for
individuals to choose to take appropriate risks in a safe
statement reflects
environment where success is guaranteed;
on the future
Living on the Edge: Being open to new experiences and
direction. Once an
new ideas, and people’s differences;
organization’s
Stewardship: Caring for one’s local environment and
identity is clearly teaching other’s to care too;
defined, it may then focus attention on building a solid
More with Less: Minimizing one’s impact on the planet
audience and community support, and generating sufficient through one’s choices;
funds and reserves to sustain the organization in the long
Happy Warrior: Going at tasks (including the mundane
run with a more directed approach (Kotler & Kotler, 1998). or daunting) with gusto, being appositive contributor to
Lime Hollow is in the process of redefining itself, adapting a team, and pitching in, in whatever way one can to
help;
to changing expectations and conditions, and responding to
6
Generosity of Spirit: Thinking of others with kindness
and 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 organization’s
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 park’s of
ferings, which include training in
outdoor skills and environmental
awareness.
Lime Hollow’s values must speak to everything from the
Center’s intended long-term impact on the land that it
occupies to the nature and scope of environmental
education offered. February’s draft document has started to
address the Center’s 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 the
natural world
Provide opportunities for learning and growth
Be one of Central New York’s most publicized and
talked about natural areas
Be a key “mention” on anyone’s quality-of-life
description of the region
Provide added revenue to the Lime Hollow’s Operating
Budget
Be kept current, relevant, up to date based easily
changeable modular displays
Be embraced as a community resource for meetings,
conferences, showcasing exhibits, etc.
Be a modern facility with “green” features and a model
of recycling excellence
Be a key asset to the tourism profile of Central NY and
the 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
visitor’s 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
 cultural amenities of the site must be key to Lime Hollow’s
core values as these resources, once damaged by
improper 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 Center’s
mission and vision statements. Lime Hollow’s 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
2
tested. Mission statements can serve as an advertising
slogan, but more often are used to remind employees and
volunteers of the overall goal they are expected to pursue.
In the case at hand, the mission should therefore
2
Examples of mission statements for other institutions of various size and
functions have been included in the Appendix for reference when finalizing
the draft mission statement.
incorporate socially meaningful and measurable criteria
addressing concepts such as the Center’s position of
conserving natural resources, its dedication to
environmental education, and its devotion to its audience.
Outdoor education centers across the country with
programs comparable to Lime Hollow’s have created
similarly worded mission statements:
To cultivate awareness, appreciation, and responsibility
for the natural world (Cayuga Nature Center, 2007).
To serve the youth and business community of the
Midwest with conservation-based learning opportunities
in a world-class outdoor environment (Owasippe
Outdoor Education Center, 2007).
To prepare students through unique experiences to be
lifelong learners and responsible citizens by developing
a global understanding of the environment in which
they live (Fairview Outdoor Education Center, 2007).
Lime Hollow’s 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 organization’s fundamental purpose:
1. Center – this institution is a place for the gathering of
people, activities, and information.
8
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.
educators in order to establish it reflects the common goal
of those with the greatest interest in Lime Hollow. In
addressing the revision of the mission statement, the
organization should address the following questions:

These concepts are reflected in the Center’s 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,
children’s programs, and on-
site educational
opportunities.
What is the role of this institution in our
region/state/nationwide?
Who is our audience?
Does our mission statement accurately reflect the
concepts presented by the Lime Hollow Center for
Environment and Culture’s name?
Does the mission statement fully express the founding
principals of the bequest of Lime Hollow?
Is this mission statement dynamic enough to allow for
future change?
Is this mission statement simple to understand and
present to our audience?
A clearly worded mission statement should be created,
reviewed, and finalized in order to provide the

Prior to using the new mission statement in marketing organization with a shorthand explanation of

materials, on the webpage, or in press releases, the current institutional identity for the purposes of decision-

statement should be reviewed with the Board of Directors, making, promotion, and outreach.

presented in staff training sessions, and presented to

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
organization, the vision statement should be a clear
message about the organization’s 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 Hollow’s Visitor Center
provides a platform for people of all ages to learn,
understand, and connect with the wonders of the natural
world. It’s where you belong!” This powerful statement
about the new Visitor’s Center shows the enthusiasm the
staff has for the building’s potential. Other organization’s
institutional vision statements speak to future goals:
[The organization] will be a nationally recognized center
for science-based forest conservation and Blue Ridge
culture. 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 and
environmental education that ignites a lasting desire to
preserve and protect the natural world (Greenburgh
Nature Center, 2007).
A similar statement addressing Lime Hollow as an
organization is needed to clearly outline the Center’s plans
the for the future by establishing realistic and rational
aspirations. Lime Hollow’s 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 mission
statement?
What changes might be made to present a vision
statement more in line with a long-range view of Lime
Hollow?
What should Lime Hollow be in three years, in five
years, in ten years, in twenty years? Creating a list of
projected qualities for the future may lead to
fundamental changes to the vision statement.
Creating a vision for Lime Hollow should incorporate staff
ideas of the benefits of Lime Hollow’s 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
10
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 Hollow’s 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 Children’s 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.
PART 2 natural setting through outdoor recreation and educational
- PROMOTIONS - events. (SUNY Cortland, 2002: 16). The study further
showed that while the organization has successfully
In order to maintain its current audience and gain additional marketed itself as a nature center, respondents did not
support, Lime Hollow must promote itself in the community; strongly identify Lime Hollow as a center for culture.
to this end, the organization should seek to enhance its Therefore, the Center’s should
reputation as a destination for environmental and cultural promote its most valuable asset, the
experience and education in central New York. It has been land, by emphasizing the features
said of organizational promotion “if persuaded across the that make it unique. Other local
threshold… most people find something to interest them institutions have similar offerings of
and make a visit worthwhile. The challenge is not only to wildlife or spectacular geologic
provide a good experience for those who visit, but to features making it important to
improve marketing techniques to attract those who do not” promote ecologically unique
(Museums & Galleries Commission, 1992:33). Marketing, aspects, such as the donut bog, that
advertising, and public relations can be used to promote will set Lime Hollow apart from the competition and build on
general recognition of Lime Hollow by way of institutional the current visitorship. Therefore, the organization should
advertising, for the shorter term promotion of specific undertake the creation of a directed marketing/media
events or exhibits by classified or product advertising, or strategy.
with general promotional materials to enhance membership
numbers. While Lime Hollow currently attracts a healthy
audience from the immediate communities, promoting
A telephone survey conducted by SUNY Cortland students the organization is imperative to expand visitorship to
in 2002 showed that the majority of respondents who had the regional level in order to ensure the center’s
heard of Lime Hollow take advantage of the center’s viability, maximize educational outreach, and
12
encourage future use. Lime Hollow should promote its
unique strengths and its value as a destination.
Prior to creating a successful promotional campaign, the
staff should establish who its target audience would be,
what merits they are offering to the public, what type of
audience response is desired, and in what time frame the
objectives should be achieved. Then, the appropriate
audience may be reached through the appropriate strategy
such as special events, community relations, media
relations, press releases, interviews, photographs,
speeches and brochures. A list of area media outlets and
organizations and editors that maintain event calendars
(such as the local tourism board) should be created. An
event calendar and accompanying press releases should
be created to announce new activities, highlight particularly
effective, unique, innovative or interesting volunteer
activities, and to announce the results fund-raising efforts,
grants and partnerships. Non-press organizations and
other non-press representatives should also receive press
releases as appropriate in order help to build a public
reputation. Organization representatives may reach out at
conferences, churches, clubs, schools, universities, student
groups, and various other associations to disseminate the
organization’s message. Posters, handouts, and tourist
brochures located in strategic areas frequented by the
desired target audience should also be considered. Finally,
website development can supplement more traditional
communications mediums. While the 2002 SUNY study
showed that a healthy 50% of members valued the
newsletter as a means to stay informed about activities at
Lime Hollow, only 2% felt the same about the website
(SUNY Cortland, 2002: 26I). It is increasingly important to
view the Internet as valuable outlet for connecting with
visitors, particularly when trying to reach 18 to 30 year-olds
who depend on the Web for an ever-growing number of
services. Increased reliance on Web communications
would also be a sustainable solution. Online outreach
activities should be mission-based and the promotions,
interactions, and ideas used in more traditional means of
marketing should be reflected online. Additional
suggestions for Lime Hollow’s Web Content include:
Describe in detail and in imagery the natural/ecological
resources of Lime Hollow. A potential (though
admittedly costly) area of expansion may include a
“virtual tour” of the property.
List of programs in greater grater detail (while
remembering that the Internet is as much a visual
resource as it is textual).
 Post accurate, timely information online.

Continually expand and maintain your e-mail mailing

list.

Add a staff profile page

Add an on-line calendar to keep visitors and tourists

planning a trip to the Cortland area informed of the
organizations events.

Promote your website (and any new features it may

include) 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
Hollow’s 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 made
aware of procedure when contacted by those interested in
the organization.
14
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 organization’s
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
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 as
geology, 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
organization’s--costs.
16
CHAPTER 4
- MANAGING THE SITE - There are a number of issues to take into account when an
organization is considering how a landscape should be
Lime Hollow’s greatest asset is the quality of the treated, including, but not limited to the replacement of
environment. The land is primarily un-developed, with declining vegetation, the rehabilitation of site structures,
mature woodlands, luxuriant wetlands, and a complex and accessibility provisions for the disabled (Preservation
ecosystem of supreme beauty. The Center’s location at Brief 36). Prior to taking any course of action it is necessary
the headwaters of the Town of Cortland’s water supply, the to conduct an evaluation of
underlying topography and geology which presents itself the property. One method
on-site as lakes, marshes, and creeks, the fragile of evaluation is the
ecosystems of bogs, marshlands, and wetland forest completion of a Cultural
located on site, and the adjoining location of the Tunison Landscape Report (CLR),
Fish Hatchery all provide tremendous local appeal as well which documents the
as a fundamental tendency of the locals to protect this vital history, significance and
environment. As a center for environment and culture, the treatment of cultural
organization focuses both on outdoor education and landscapes. Through the evaluation of changes in
recreation as well as the protection of the site’s natural geographical context, features, materials, and land use,
resources. Therefore, striking a balance between visitor CLRs can assist an organization in the planning process
accessibility and preservation of the natural landscape is prior to irrevocable damage to a cultural landscape.
the key site-management issue facing Lime Hollow. Creating a CLR requires the following steps:

Lime Hollow should prepare Cultural Landscape Historical research;

Report in order to protect the landscape while
Inventory and documentation of existing conditions;
maximizing opportunities for education and recreation.
 Site analysis and evaluation of integrity and Lime Hollow should capitalize on its membership and
significance;
volunteer base to compile a CLR. These volunteers and
Development of a cultural landscape preservation visitors can be organized to perform species counts and
approach and treatment plan;
surveys. Further, volunteers from SUNY Cortland, TCCC,
Development of a cultural landscape management plan Cornell, Ithaca College, and other institutions can be
and management philosophy;
recruited to conduct site inventories and maintenance.
Development of a strategy for ongoing maintenance; Lime Hollow should also cultivate relationships with faculty
and
and academic departments including Architecture, Historic
Preparation of a record of treatment and future Preservation, Landscape Architecture, Planning, Civil
research recommendations (Preservation Brief 36).
Engineering, Geology, and Biology. This information should
Preparation of a CLR for Lime Hollow will help the be compiled into a comprehensive inventory of site
organization with the creation of a long-term management resources, which may be structured as follows:
plan, an interpretive plan, exhibit design, maintenance
guidelines, and historic structures reports for the Site History

administration building and barn. A comprehensive eco- Site Conservation Plan

systematic inventory of Lime Hollow’s resources should Inventory of site resources and assessment of
current conditions
include:
Phased long-term and short-term goals
Methods for achieving goals
Natural features, including ecosystems, topographical
features, soundscapes, and water systems; Plan for land acquisition
Trails Management Plan
Flora and fauna, including location of specific habitats;
Inventory and map of current trails and
Trails and Infrastructure, including buildings, bridges, conditions
and artifacts; and
Phased long-term and short-term goals
A history of human inhabitation and use of the site, Methods for achieving goals
including documentation of current uses of the site.
18
Buildings Management Plan
History of buildings on the site
Inventory of buildings and assessment of
current conditions
Phased long-term and short-term goals for
use 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 Center’s 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
confusing crossings and redundant pathways. Signage is users to stop by the Visitor Center and possibly make a
unevenly distributed, leaving some points completely donation or purchase.
unmarked and others cluttered with signs. The number of
trails makes color or shape coding difficult, and the types of Monitoring trail use is important in determining the carrying
markers used are inconsistent. Additionally, the capacity of the trail system and developing trail
interpretive signage on many of the trails is inadequately maintenance goals. Seasonal use should also be
moisture-proof and printed in colors, particularly shades of evaluated. One strategy for assessing usage is back-
blue, which quickly fade in sunlight. Trail connectivity is counting the maps
also an issue, as some of the buildings and major points of placed at each
interest on the site are not clearly linked by the trail system; trailhead. This
to walk between the new Visitor Center and existing method is imperfect,
education center, one must navigate at least five trail as not every user will
crossings and changes of direction. The Phillips Memorial pick up a map, and
Trail, which leads to the Chicago Bog, arguably the main groups of two or
attraction of the trail system, is not directly connected to the more are likely to
main trail network, requiring visitors to walk on the shoulder share a map;
of Gracie Road between the Bog Spur Trail and the Phillips however, it is an
Memorial Trail. Ease of trail use could be enhanced easy, cost-free way to count trail users. Another option to
through the creation of standardized trail markers and use in conjunction with the map-counting method would be
bulletin boards at trail heads. Bulletin boards should also to encourage users to sign trail logs at each trailhead. An
have space for posting trail announcements (such as incentive for signing could be entry into a drawing for free
hazards and closures), information on programs and membership. The trail logs would need protection from
special events, and information on current exhibits at the weather, and the construction of a trail log structures could
Visitor Center. This type of signage could encourage trail be ideal scout projects.
20
LNT annual report (LNT “Partnership Benefits”). A
Hiker impact should also be assessed at ecologically partnership with LNT would reinforce Lime Hollow’s
sensitive areas such as bogs and creek-crossings. commitment to preservation and would provide powerful
Impacted areas and eroded trails should be allowed to tools for educating the public about appropriate outdoor
recover. Overused trails can be temporarily “retired” or ethics.
rotated, and interpreted to the public as part of Lime
Hollow’s commitment to preservation. Trail maintenance
techniques and cautionary signage can help alleviate
impact 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
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 to
promote 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 of
the 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
children’s programs currently run at capacity. Finally, Lime
Hollow’s 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
22
of visitors as well as greater numbers of campers. In order Kotler, 1998). Easier management of current offerings can
to better utilize their indoor and outdoor resources and be achieved by formalizing programming through the
provide visitors with opportunities for learning about their creation of a manual for general and educational
surroundings, Lime Hollow must focus on managing its programming, which will increase productivity by reducing
current programming, creating more diverse and regular time spent in asking and answering questions, and will
offerings, improving exhibitions and collections, and provide valuable assistance in training new employees and
promoting environmental education and stewardship. volunteers. Further, a programming manual will ensure that
Meeting these objectives will better allow the organization important procedures, operations, and contacts will be
to meet both the preserved after key personnel leave the organization. Prior
visitors’ needs for a to drafting the manual, it will be important to determine
meaningful and what audience will use the document; this may include, but
enjoyable experience is not limited to staff, Board members, volunteers, and
and the organization’s educators.
goals of education,
preservation, and Creating a manual will entail collecting sources of
recreation. 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
Managing Ongoing Programs also wish to interview knowledgeable individuals on
programs and procedures. Individual sections should strive
At the core of an organization such as Lime Hollow are its for clarity of expression and brevity. Time spent reducing to
offerings; therefore, maintaining and managing the quality detail the procedures and operations associated with the
of ongoing programs needs to be a first priority (Kotler & events currently offered will also provide the opportunity to
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 visitor
enjoyment (Alcock, 1991; Jelinek, 1990; Beckmann, 1988),
making interpretation valuable for managers and tourists
(Forestell, 1990). SUNY Cortland’s 2002 survey of Lime
Hollow’s 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,
24
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 (Anderson, 2002).
suggestion/complaint box, visitor comment cards, or
questionnaires.
Health professionals and environmentalists alike have
expressed concern over the possible implications the lack
of 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
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 the
Biodiversity 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 Hollow’s 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
also seek to expand its speaker series. These events organization could explore contacts in Cortland, Ithaca, and
should target adults and families by exploring topics related surrounding areas to enlist potential volunteer instructors.
to the environment, natural resources, and conservation.
To enlist potential volunteer speakers, Lime Hollow should Finally, Lime Hollow should expand its team by enhancing
explore contacts at its volunteer and internship programs. Compared to other
SUNY Cortland, Cornell, museums, one of Lime Hollow’s competitive advantages is
Ithaca College, Tunison, that it could make use of resources from surrounding
and Cayuga Nature universities and colleges. Through advertising on student-
Center. Attention should job websites, cooperating with student groups in all kinds of
also be focused on activities, or many other ways to promote in the schools,
important environment- Lime Hollow could become an attractive place for students
related holidays such as who are looking internship or volunteer work. A volunteer
Earth Day (April 22), and intern work record system could help to achieve better
Arbor Day (April 27), acknowledge of how well school promotions work for
Wetlands Day (February attracting people and how well they are performing. This
2), or World Habitat Day system could also make record of each intern or
(first Monday in October) as opportunities for special volunteer’s job satisfaction, in order to carry out possible
lectures or other events. Finally, Lime Hollow should changes or corrections in specific polices in Lime Hollow in
develop a monthly workshop series targeted at adults, the future. To encourage volunteering, benefits may be
families, and children. Similar organizations have hosted offered to interns or volunteers, such as free membership
workshops on subjects including quilting, knitting, wreath for a certain period; the right to join the Lime Hollow mail-
making, massage therapy, composting, tie dying, trail list and receive newest activity information and; and the
maintenance, orienteering, and candle dipping. Again, the opportunities to participate in special parties or activities for
previous and current interns and volunteers
26
CONCLUSION
This project addressing the long-term development plans
for the Lime Hollow Center for Environment and Culture
was undertaken by the students of Cornell’s CRP 669 class
to prepare an analysis of a set of existing issues at the
Center, and to propose long-range goals and ideas for the
resolution of those issues, as well as additional expansion
and growth. The S.W.O.T. analysis helped students identify
existing challenges and caveats with the site, and easy-to-
use, economically and managerially viable solutions have
been provided to assist the Center on the path to gradual
growth and development. While many of these were
evolved from ideas expressed in similar institutions, a
majority of the ideas are site-specific to Lime Hollow, and
can be incorporated by the administration almost
immediately without incurring large amounts of added
expenditure. The recommendations for the organization are
as follows:
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.
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.
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.
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 center’s viability,
maximize educational outreach, and encourage future
use. Lime Hollow should promote its unique strengths
and its value as a destination.
Pricing of memberships, services, and special events
should be reconsidered in order to meet the
organization’s costs.
Lime Hollow should prepare Cultural Landscape Report
in order to protect the landscape while maximizing
opportunities for education and recreation.
To realize its programming potential, Lime Hollow
should create new, diverse educational and recreational
offerings that are available to visitors year-round.
Lime Hollow has a tremendous potential for growth in the
future, augmented by various fund-raising and public
relations programs in a phased-out program which would
enable the organization to gather the required financial
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-mouth
to their family and friends. A core element to developing
such quality offerings and to promoting the Center’s 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 organization’s 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.
28
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APPENDIX