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Home > Our
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Summary |
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Best
Practices Summary:
Nature & Heritage Based Tourism
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Saranac Lake Arts Community www.saranaclake.com
In Saranac Lake the Arts Community includes 4 fine arts galleries, 3 craft shops, 4 antique stores, the Pendragon Theater Company, the Adirondack Artists Guild, a photo gallery. There is a Saranac Young Arts Association. A special committee has begun efforts to build a Carousel.
Leadership: Tim Fortune is credited with coordinating the effort to encourage the arts community. Good business planning is the tool used for the success.
Investment: The Saranac Lake Young Arts Associations has financial assistance for young artists in the forms of awards and scholarships.
Knowledge: The Carousel and its facility will provide space for programs and workshops.
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New York State Maple Producers Association www.mapleweekend.com
The NYS Maple Producers Association hosts an annual state-wide agri-tourism event in March of each year to promote maple syrup season and bring visitors to members' sugarhouses for an authentic experience.
Investment: There are currently multiple sources of funding that support the marketing and promotion efforts of NY States Maple Weekend. Participating producers make a cash contribution. In addition, they are able to purchase highway signage and other point-of-sale materials. The Pride of New York program contributes printing for postcards that are distributed by individual producers to their customer list at their own expense. The NY State Department of Ag & Market provides an annual line item for maple marketing and promotion; and a portion of this fund is used to promote Maple Weekend. It is distributed among the individual regions for use in television and radio advertising. Another source of funding for the project is a competitive grant received from the NY State Department of Ag & Market's Agri-Tourism Marketing Program, which has enable the NY State Maple Producers Association to purchase additional radio airtime. The value of all investments combined, not considering the contributed time on the part of the producers, is estimated at over $150,000. The direct return from that investment in the course of the two-day event at 110 sugarhouses is estimated at over $350,000. In 2008 nearly 1 million people visited a sugarhouse during the Maple Weekend events.
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Towns and Villages of the Battenkill Valley www.washingtoncountyfibertour.org
In May of each year, visitors can go to 14 fiber farms and learn the fine art of spinning, weaving, felting and many other handcrafted fiber arts. There are demonstrations, animals such as rabbits, goats, sheep, llamas and alpacas to interact with, and artisans to help visitors with questions about fiber, or visitors can try their hand at a new fiber craft. There is a map and informational brochure.
Leadership: Cornell Cooperative Extension served as catalysts and supporters to start the efforts in 1994. Funding is furnished by NY State Department of Ag & Market's Agri-Tourism Marketing Grant fund and the I Love New York tourism promotions program. A regional non-profit tourism promotion agency has played an important role in keeping the project going and doing promotions work for the effort. That group is Towns & Villages of the Battenkill Valley.
Investment: Cornell Cooperative Extension served as catalysts and supporters to start the efforts in 1994. Funding is furnished by NY State Department of Ag & Market's Agri-Tourism Marketing Grant fund and the I Love New York tourism promotions program. A regional non-profit tourism promotion agency has played an important role in keeping the project going and doing promotions work for the effort. That group is Towns & Villages of the Battenkill Valley.
Innovation: Most consumers of textiles, including some knitters and weavers, unfortunately Ð are unaware that the fibers that are used in their products are a farm commodity. Consumers are vaguely aware of the fact that fiber-producing animals such as sheep and alpaca have traditionally been shorn and that fiber spun and died to make clothing. This event is innovated in that it provides a very real connection for visitors to the Washington County Area to how fiber is grown and then manufactured. Other tours and trails exist throughout NY State. Most notably, the wine trails that offer tastings and demonstrations of how wine is made.
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Adirondack Mountain Club www.adk.org/home-flash.aspx
ADK is a member-directed organization committed to public service and stewardship. They are dedicated to protection and responsible recreational use of the New York State Forest Preserve (Adirondacks and Catskills), and other parks, wild lands, and waters vital to members and chapters. ADK employs a balanced approach to outdoor recreation, advocacy, environmental education, and natural resource conservation. They represent all those who love wild places and waters to: 1. Insure that those places are protected and accessible for generations to come. 2. Protect those places and waters through a balanced approach of conservation and advocacy, environmental education, and responsible recreation. 3. Encourage the involvement of all people with the goal of being a community that is comfortable, inviting, and accessible. ADK employs a balanced approach to outdoor recreation, advocacy, environmental education, and natural resource conservation. ADK's conservation and legislative advocacy programs respond to the need for responsible policy development concerning the care of the Forest Preserve, the right of the public to use it for recreation, and the protection of natural resources. They provide effective advocacy at all levels of government for the protection of the Forest Preserve and other wild lands and waters vital to their members. Educational programs range from outdoor skills to natural history, bushwhacking to kayaking, and backpacking to bird watching. ADK hosts lectures and interpretive exhibits at the facilities in Lake George and Lake Placid on the beauty of the State's wild lands and waters as well as the history, arts, music and crafts. Free summer programs are held at the Heart Lake Program Center (Lake Placid). ADK's recreational activities include hiking, paddling, biking, and skiing. Recreation programs include: Chapter-sponsored Quests and Challenges; ADK Extended Outings to domestic and foreign designations; Northeast Seasonal Outings; ADK lodge stays as base camp; and assistance with individual itineraries. ADK recognizes that their participation in the protection of State lands enhances them as tourism destinations. They recently supported the State's Department of Environmental Conservation's (DEC) Adirondack Park Trail Plan for the North Country National Scenic Trail (NCNST), a federally recognized, non-motorized long distance trail the is expected to stretch across 4,600 miles in the northern United States and offers hiking opportunities and enhances the Adirondacks' reputation as a premier eco-tourism destination. ADK should not be confused with Adirondack Forty-Sixers (ADK 46-R) which is a membership organization of hikers that have climbed the summits of the 46 major peaks of the Adirondacks.
Leadership: ADK is a highly organized, member-directed organization with a long history of advocating its mission. They are the preeminent organization in the Adirondack (and significant in the Catskills) to provide trail maintenance. Its volunteer programs are vital to its work which has a high success rate due to its ability to build a community around their mission. They utilize the skills, talent, and commitment of volunteers, who bring excitement and access to new resources, media, legislators, corporations, money, and the community's perspective. ADK was organized in 1922, from the perceived need for Adirondack trails and shelters. The founders and original leaders were highly placed administrators of the DEC who used their State positions to advance the interests of ADK. The first president was a DEC head and the first three trail chairmen were DEC employees. ADK is largely responsible for the trail system in the Adirondack today and plays a formidable roll in maintaining the system. Leadership in the organization comes from the dedication of its members. Today, the core organization is comprised of a 9-member Executive Committee, 7- member Executive Staff, and 11 ADK Club Member Chairs. In 2004, Neil Woodworth became the Executive Director. Prior to his appointment he was the Deputy Executive Director and counsel of ADK. With more than 17 years of experience working with ADK, the organization has become his life's work. Former Executive Director, Jo Benton served ADK for eight years and was responsible for doubling membership and implementing many new programs. Other ADK leaders have move up the ranks to positions of greater authority. ADK has demonstrated a willingness to take a position on controversial issues which range from how the State's forests and parks are managed to clean air.
Investment: The ADK has an annual budget is approximately 3.5M with 22 departments. There is no significant endowment which has required ADK to defer maintenance on its facilities, to have its fiscal condition subject to the vagaries of weather and the economy, and to be at a disadvantage relative to comparable organizations. While the primary fiscal and legal responsibility for trail maintenance is with the State more than 30-years of budget constraints have made them relied on citizen organizations like the ADK.
Knowledge: ADK is one of America's premier outdoor recreation organizations. It maintains high functioning and informative web site. Free to member and non-members is their Conservation Associate program that provides e-mail Action Alerts and Conservation Updates on developments regarding important environmental conservation issues and offers suggestions to get involved in protecting wild places. Key to ADK's success is its dissemination of information to its 28,000 members, in 25 chapters governing all of New York State and one chapter in northern New Jersey. Members at large receive a copy of the Adirondac Magazine and member discounts. Chapter members receive a chapter newsletter with information about outings, events, and other social activities to encourage those with common interests get involved with local issues and outings. ADK members can affiliate with as many ADK chapters as they want. In addition, ADK publishes a series of books, maps and an award-winning annual calendar on their online store.
Innovation: For 85 years, ADK has adapted to change and continues to address issues central to their mission, including expanding their role and moving from the place-based Adirondacks and Catskill to the most recent mission addition to include a membership/chapter-based focus: "and other parks, wild lands, and waters vital to our members and chapters."
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Natural History Museum of the Adirondacks http://www.wildcenter.org
The Wild Center is a not-for-profit organization overseen by the Museum's Board of Trustees with the assistance of its Advisory Board. The Museum is located on a 31-acre site in the Town of Tupper Lake, NY near the geographic center of the Adirondack Park. The museum is a major year-round tourist draw with a positive economic impact. It is dedicated to understanding the Adirondacks as a rare place and committed to helping people explore not a small collection, but one that lives and breathes across the entire expanse of the Adirondacks. The Wild Center is science-based, and its experiences, exhibits and programs are designed to open new ways to look into the latest discoveries made by natural scientists with a focus on discovering better ways to coexist with the natural world in the Adirondacks.
Leadership: The regional museum was but a mere vision more than ten years ago. Its development and operation is led by a 30 member Board of Trustees and 21 advisors. Donald K. Clifford Jr. is President of the museum's board and a former member of the American Museum of Natural History's executive committee. Stephanie Ratcliffe became Director of the Wild Center in 2007 after serving as the Director of Operations and Programs since 2002. Ratcliffe was formerly a Senior Director for all exhibits at the Maryland Science Center and currently serves on the national program committee of the Association of Science and Technology Centers, the leading organization serving science museums internationally. Elizabeth Lowe was the former Director of the Wild Center until 2007 when she was appointed the Director, Region 5 NYS Department of Environmental Conservation Region in 2007. Lowe currently serves as a member of the museum's board of trustees and on the executive committee. As DEC Region 5 Director, Lowe oversees the activities of the 2/3 of the Adirondack Park. The museum's opening drew as many people as the 1980 Olympics. From vision to execution the leaders of this effort clearly know what they are doing.
Investment: Eight years and more than 5,000 donations raised $30 million (1/3 from government sources). Considered to be a staggering amount in a region with pockets of poverty. Summer staff of 37, more than 150 volunteers. Current financial records are not available on the museum's website. Funds are raised through fees, memberships, bequeaths to the museum's endowment and or special areas of research, grants, etc.
Knowledge: 30,000 children from more than 100 schools visit the museum each year. Website, school program, special programming. Wild Center's curriculum meets all state standards Museum will grow in this proficiency. A typical visit lasts approximately three-hours. Less than one year after opening, the Wild Center had its 100,000 visitor, with visitors coming from more than 20 countries, and more than 7 million website hits.
Innovation: Museum was conceived by Elizabeth Lowe who was inspired by damage sustained to more than 1 million acres of forest preserve from a 1995 windstorm and later an ice storm. A 20-year veteran with the NYS DEC, she left DEC to manage the launch of the museum, returning to DEC in 2007. The Wild Center/Natural History Museum of the Adirondacks, a new museum complex in Tupper Lake, New York, has earned distinction as the first LEED certified museum in the State of New York. There are fewer than a dozen Silver Certified projects in the entire state. Developed by the U.S. Green Building Council, the LEED (Leadership in Energy and Environmental Design) system is the recognized international benchmark in green building design and construction.
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Wildlife Conservation Society www.wcs.org/adirondacks
The WCS's Adirondacks program is well-respected and highly successful. The ACCP works to promote both healthy communities and wildlife conservation in the Adirondacks through an information-based and cooperative approach to research, community involvement, and outreach.
Leadership: WCS holds regular board meetings, however the ACCP has no local board of directors. The Z. Smith has been with ACCP since 2000. WCS staff was named "Conservations of the Year" by the Adirondack Council (source WCS 2007 annual report). ACCP provides a critical service to the communities of the Adirondacks. WCF was named recipients for two NYS Adirondack Smart Growth Awards in partnership with local communities. Cornell report found a key contribution WCS makes is building and nurturing relationships between others in the Park, which has gone a long way toward lowering tension between traditional adversaries in the Park and bridge-building work was found to be "critical" to helping the Adirondacks move forward in defining and pursuing a common agenda. ACCP staff contributed to the Adirondack Atlas, which is highly regarded and seen as filling a niche that few others in the Adirondacks fill. ACCP has allowed their agenda to be shaped by community needs and, therefore, community projects. Their decision to pursue conservation goals through community-based work could dilute their focus.
Knowledge: ACCP aims to be an information provider in the community, supplying solid social and ecological research that can be used as the basis for sound decision-making. ACCP research projects are published as working papers (as part of the WCS's series), ACCP's technical papers, journal articles, and The Adirondack Atlas. Cornell report found that conducting research, synthesizing information, and disseminating the results were seen as key activities of WCS in the Adirondacks. WCS also was described as skilled at being able to make that information accessible not only to policy makers and advocacy groups, but to a broad range of people Adirondack Atlas was mentioned in as a particularly valuable product. ACCP's work benefited not only environmental organizations, but communities as information decimated had a direct influence on local planning processes. WCS information influenced community objectives regarding the development of trails for all-terrain vehicles.
Innovation: Cornell report found WCS's work contributed to the recognition of conservation needs in the Adirondacks. This had the likelihood to lead to increased awareness that would affect the behaviors of individuals and organizations, as evidenced by the bear project.
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Adirondack North Country Alliance www.adknccrafts.com
ANCA works to create a greater sense of regional identity through advocacy and promotion. . Its concern and efforts for economic development is matched by an equally strong commitment to preserve the natural environment, support educational, cultural and historic assets, advance the quality of life within the region, and enhance the well being of the state as a whole. ANCA monitors public policies, encourages discussion of regional issues, and advocates changes to policies which would limit reasonable business development. The Adirondack Park is a unique combination of public and private land, as well as major cities, historic villages, hamlets, and towns. ANCA is regional advocate and administers funding to provide direct services and programs including a comprehensive agenda that impacts a wide range of businesses, communities, and individuals throughout the region. Work is focused in the following areas: agriculture, natural resources, tourism, enterprise and community development, services and culture.
Leadership: More than 50 years of service. Accomplishments are measured in an annual report. Terry deFranco Martino, Executive Director since 1991, directs a staff of 11 and is responsible for ANCA's financial and program management including a wide range of private and public funding sources and programs (USDA Forest Service Ice Storm Recovery Program, the TEA-21 New York State Byways and Adirondack North Country Byways Marketing Programs, and the USDA Grazing Lands Conservation Initiative) resulting in millions of dollars in investment. Joined ANCA in 1986, and organized its grant program resulting in more than 300 contracts for services and programs. ANCA is governed by a 24 member Board of Directors comprised of regional leaders. More than 100 local business leaders, elected officials and community members attended ANCA's 53rd annual meeting (12/6/07).
Investment: 2006 income: $924,528 (an 8% increase from 2005); 2006 expenditures: $936,552. The majority of income is from Government/ Program Grants and funds are typically spent each year. Majority of funds are spent on programs with less that 10% going to general and administrative expenses. No identified endowment.
Knowledge: ANCA's comprehensive website contains a wealth of regional information. ANCA promotes regional crafts via a portal website at www.AdkNCcrafts.com and partnership with www.adirondackcraft.com. Provide links and descriptions to the communities and resources of the 13 Scenic Byways.
Innovation: ANCA is facilitating a federal legislation for a Green Planning and Technology Initiative to stimulate "green" business development and establish the rural region as a special area for businesses engaged in conservation, alternative energy and innovative product development. Partnered with the Farmer's Partnership and Gardenshare to develop a local food guide. Project partner for a Woody Biomass Alternative Energy Education and Technical Assistance for Public Facilities. Partner in proposal of the Park as an Energy Smart Park where energy conservation and planning is promoted as a vital element of community and economic development.
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Seaway Trail Inc. http://www.seawaytrail.com
The New York State Seaway Trail is a 454-mile scenic route paralleling Lake Erie, the Niagara River, Lake Ontario and the St. Lawrence River and begins the international bridge at Massena, NY to its Seaway Trail Pennsylvania link on Lake Erie, and continues another 64 miles to the Ohio line, creating the Great Lakes Seaway Trail. The signed driving route connects historic villages and vibrant cities with scenic landscapes and diverse destinations. The Seaway Trail is a well-marked, scenic alternative to interstate highways and toll roads through cities, quaint villages, laid back fishing ports, family attractions, restaurants, accommodations and shops.
Leadership: Staff of 5; approximately 700 members. Long standing leadership under Theressa Mitchel has allowed for the organization to persue its vision. Strong board support that hold regular meetings. History of being able to accomplish goals. Respected by constiuents. The Seaway Trail was first signed as a scenic route in New York State in the late 1970s. The New York stretch of the byway became a National Recreation Trail in the 1980s and was named one of the first 20 National Scenic Byways in 1996.
Investment: 2006 Revenues $377,278 the majority coming from membership ($115,950) and a NYS Legislative Grant ($110,000). Payroll accounted for $228,000. Maintain a small endowment or trust fund. While Seaway Trail operates on a very tight budget, they have been able to motivate the small staff to advance many programs to expand tourism.
Knowledge: Seaway Trail Inc. serves its members and local governments by promoting and advocating for the wise and sustained use of the inland coastal corridor as a scenic byway. Seaway Trail, Inc. facilitates their ability to interact with the tourist and with each other. By doing so, businesses, local governments, counties, and residents benefit from a coordinated approach to the management of its unique intrinsic qualities and tourism promotion. A by-product of Seaway Trail, Inc. programming provides residents along the byway with local recreational, educational and employment opportunities, a sense of identity as a scenic byway community, and an enhanced quality of life. Tourism information includes interpretive kiosks, website and publications - an annual Journey magazine, guidebook series, maps and brochures. Over 60 Seaway Trail kiosks featuring maps and information are located in byway communities and destinations. Teachers are provided with lesson plans on history, nature and culture. Specific information on communites and their events are consolidated and published in Seaway Trail Inc's. materials. Marketing plans have been completed with communitites to facilitate stratigic planning for tourism development.
Innovation: The Dive the Seaway Trail project has developed a series of dive sites that are marked, buoyed and maintained by community-based stewards. 4/08 Seaway Trail Inc., received a Certificate of Commendation for its 2007 Great Lakes Seaway Trail Shipwrecks Exhibit and Speakers Series. The award recognized exceptional exhibits, innovative educational programs and publications, and outstanding volunteers or employees in the history and museum communities of New York State. Seaway Trail, Inc. conducted a three-year economic impact study following a conversion study of readers of its annual travel guide, Journey magazine. More than 1500 consumers, representing nearly 5,000 travelers, registered for the Seaway Trail Road Scholar travel kit program that was designed to promote and track the direct economic impact of travelers on the 504-mile byway.
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Stone Barns Center for Food & Agriculture www.stonebarnscenter.org
"Stone Barns Center for Food and Agriculture is a farm, a kitchen, a classroomÐan exhibit, a laboratory, a campus." http://www.stonebarnscenter.org/sb_about/mission.aspx
Leadership: Started by David Rockefeller in memory of his wife, Peggy, the leadership of this Center is extremely well qualified.
Investment: Started with $30 million backing by David Rockefeller, it is a nonprofit supported by memberships; also an upmarket restaurant is associated with it, and pays rent to the center.
Knowledge: Located in the heart of the New York metropolitan region, the Center's farm, education center and its partner, Blue Hill at Stone Barns restaurant, serve as a vibrant public resourceÑa place to think about food issues, ask questions, and become involved in the production and enjoyment of local, seasonal food. Through its many programs and activities, Stone Barns Center encourages positive change in agricultural policies and food-related practices that will benefit individuals, communities, local food economies, and the environment, and educates people about the future challenges for agriculture.
Innovation: Stone Barns is introducing people to the idea of a local food system and helping them enjoy the pleasure of good eating, but in the long term, as the global food system becomes stressed to provide food in certain areas, Stone Barns can play an important role by showing how people can grow some of their food themselves. The restaurant strives to serve mostly local foods.
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VT Wood Manufacturers Association www.vermontforestheritage.org
"The Vermont Forest Heritage Trail offers visitors an opportunity to see a wide variety of wood products being made, from the raw materials to the finished products, from fine furniture to hand-turned bowls, from custom cabinets to wooden toys and games." (http://www.vermontforestheritage.org/index.html)
Leadership: The Vermont Forest Heritage Trail is under the management of the Vermont Wood Manufacturers Association. The VWMA is well known for it's strong leadership in the wood industry. The VWMA is the voice and advocate for it's members and overall industry and is very effective in achieving their goals. Members and board members hold regular meetings in order to have consistent communication and to discuss future opportunities. There is no other state-wide driving tour that includes Vermont's woodland owners and woodworkers so VWMA feels that they have created a new opportunity for tourists to be able to get a "behind the scenes" tour of the area's talented woodworkers. The VWMA also received the Governor's award for Tourism Marketing Excellence for the Vermont Forest Heritage Trail initiative.
Investment: Funding had been provided by the VT Dept. Forests and Parks, US EDA, and USDA Rural Development Rural Business Enterprise Grants program to support this initiative. The Vermont wood industry is one of the largest sectors of Vermont's economy, therefore increasing traffic to these locations is helping to support the individual communities that they are in, as well as the overall economy.
Innovation: VWMA has expanded the initiative over the years to move forward with trends. Initially the project was a printed guidebook with 12 companies and to date has increased to over 60 companies in a 28-page booklet. The initiative also includes a website, and an audio component. The guidebook is distributed to all of the Vermont Welcome Centers and the demand for them is high.
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Moosalamoo Association www.moosalamoo.org
The Moosalamoo Association functions as a friends group to the Green Mountain National Forest's newly congressionally designated Moosalamoo National Recreation Area and is also developing the Moosalamoo region including gateway communities to the NRA as a rural tourism destination.
Leadership: Assoc. board pres. and founder is well-respected local hotelier. He is a catalyst for all that happens. When he steps away, the assoc. doesn't move as fast. People get behind Tony's ideas. On other hand, sometimes Moosalamoo effort is seen as "Tony's project". Board is diversifying and many members are pitching in as evidenced by recent strategic planning effort.
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Vermont Outdoor Guide Association http://www.voga.org/
The Vermont Outdoor Guide Association is a compilation of outfitters, guides, and outdoor educators which work to strengthen "Vermont's image as a destination for outdoor adventure and skill development opportunities while growing their own businesses." (http://www.voga.org/join_voga.htm)
Leadership: As is stated in their mission statement, VOGA is dedicated to outdoor leadership. VOGA's Board of Directors is made up of officers, board members, an executive director and legal council, which have background in guide services, tours and recreation areas. VOGA demonstrates great leadership by impacting the environment and communities as whole by supporting the correct uses of our natural resources and being a steward of the land. They are continually trying to educate visitors and tourists in Vermont on how to conserve the areas they are enjoying, for example the promotion of the "Leave No Trace" program, which supports practices that reduce the impact on the environment during outdoor recreation.
Investment: VOGA has been run by volunteers for over 10 years and is assisted by grants from state departments, the state legislature and several other organizations. A grant from USDA has allowed them to take on a full time office manager. VOGA is sponsored by over 20 Vermont companies, travel associations and state departments, for example Outdoor Magazine and the Vermont Dept. of Fish and Wildlife. The support of many companies on the local & state level shows the importance of the association's practices and mission for the State of Vermont as a whole. Those sponsors share the dedication to quality outdoor programming and the ethical use of our natural resources. Dues are also collected from each member to help support the services VOGA offers.
Innovation: In order to obey their Member Code of Ethics, constant research must be done. Their Code of Ethics states that members must obey all State and Federal laws, cooperate with all wildlife officials, land owners and management, provide quality service, programming and equipment, promote conservation and education, and promote outdoor safety and ethics.
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Vermont Arts Council http://www.vermontartscouncil.org/Community/CulturalHeritageTourism/tabid/168/Default.aspx#CHT
"The 86-page toolkit is chock full of tips to make heritage come alive in your community for vital tourism initiatives." http://www.lcbp.org/cultsum.htm
Leadership: In partnership with the Vermont Department of Tourism and Marketing (VDTM) the Council has taken a leadership role in developing strategies to generate tourism dollars for the state by integrating the promotion of arts events, festivals, historic sites, museums, and heritage trails into mainstream tourism marketing initiatives.
Investment: There was design and printing support for the toolkit booklet provided by the Lake Champlain Basin Program with funding from a U.S.E.P.A grant. Additional funding was provided in part by the Vermont Arts Council and the Vermont Dept. of Tourism and Marketing. There is a large investment from the overall arts and heritage organizations and the individual businesses that are a part of these organizations.
Knowledge: There is a great effort to understand and research macro and micro trends. Findings from the Travel Association of America, the Vermont Tourism Data Center, the New England Council and other reputable sources were used to understand local and national travel trends and the economic impacts of cultural heritage visitors on tourism.
Innovation: There is vast opportunity to foster creativity and for advancement for the users of this toolkit. They provide many examples for improvement with planning tips, identification of resources, keys to the marketplace, ways to develop a quality product, partnership and alliance suggestions, ways to develop itineraries and other promotional materials and publications, and provides useful contacts of organizations that can further build their business or organization.
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Vermont Ski Areas Association http://www.skivermont.com/
Collaborating with the Vermont Agency of Agriculture, Food & Markets, the Vermont Cheese Council, the Vermont Wood Manufacturers Association, and the Vermont Beef Producers Association, Ski Vermont has created a burger which supports local enterprises as well as introducing culinary tourism to the state of Vermont.
Leadership: The creators of the Ski Vermont Burger (VT Ski Area Association) had a vision that connected diverse industry segments to deliver a local product to the thousands of skiers who regularly visit the state. The group has the reputation for working well with partners and is an active participant in co-promoting the ski industry with state tourism and others.
Investment: Beef operations preserve scenic farmland and barns - maintaining the historic beauty and legacy of Vermont and contributing to the local farm economy. Investment in the success of the program has come from diverse groups of stakeholders including, the Agency of Agriculture, the Beef Producers of Vermont, the Ski Area Association, the Wood Manufacturers Association, and the individual resort and restaurant owners. Program planners expected to consume 4,000 pounds of local beef; however, the success of the Ski Vermont Burger far outpaced those expectations, nearly quadrupling in its first season. This demand has driven the need for greater beef processing capabilities in Vermont Ð a by-product of this initiative that could have broad and significant benefit to the industry and the state.
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Vermont Fish & Wildlife http://www.vtfishandwildlife.com/edu_lets_go_fishing.cfm
A Vermont Fish and Wildlife Department "Let's Go Fishing" Workshop is a hands-on aquatic resource education program that focuses on introducing people of all ages Ð with an emphasis on families Ð to fishing and water resources in Vermont. Participants get a chance to re-connect with the land and experience our state's beautiful outdoors in a healthy, happy, and ethical manner. Each workshop teaches participants this, along with developing an understanding for the sport of fishing and the natural resources it depends upon. http://www.vtfishandwildlife.com/edu_lets_go_fishing.cfm
Leadership: Volunteers participate in a full-day training with hands on activities as well as review of the instructor's manual. They learn different techniques for teaching a variety of ages and how to share their excitement about fishing which keeps morale and interest high. These instructors become the leaders for the program by advocating good fishing practices during their clinics. This leadership also has a direct effect on the environment by promoting respect for it, thus sustaining it.
Investment: The LGF program has the support of federally funded grants. The long-term investment of the Let's Go Fishing Program is in teaching youth the values of fishing and the proper care of the environment. Kids learn the basic habitat needs of freshwater fish, respect for the fish they catch, respect of others while fishing, and respect for the outdoor environment. The kids that go through Let's Go Fishing clinics become future teachers of the program.
Knowledge: Teachable moments, times when an unplanned learning opportunity presents itself, like when an osprey flies overhead, an unusual fish is caught, a sudden rainstorm occurs, are the perfect opportunities for knowledge development. The knowledge that a student will get from asking a question or seeing something new shows how interested they are and they are more apt to continue fishing. LGF must be very aware of environmental issues that may impact their program for example, omitting lead sinkers from fishing, therefore their knowledge base must consistently be updated.
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Vermont Fish & Wildlife http://www.vtfishandwildlife.com/calendaritems/BOW%20Camp.pdf
Women age 16 and older have the opportunity to enjoy a series of exciting outdoor recreation workshops and hands-on learning opportunities just for them. Immerse yourself in a single outdoor pursuit, or sample a variety of activities throughout the action-packed weekend. Becoming an Outdoors Woman is offered each summer. http://www.vtfishandwildlife.com/edu_general.cfm
Investment: The BOW program has the support of federally funded grants. It also has an added long-term investment of teaching values and the proper care of the environment. Women who go through the BOW program become future voices for this program
Knowledge: The weekend-long event gives women the opportunity to learn paddling, fishing, tracking, shooting sports, archery, and wilderness survival skills. This information is impacting positive changes in the environment by teaching women to become advocates for the environment and to pass along their respect and knowledge to future generations.
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Vermont Crafts Council http://www.vermontcrafts.com/links/open.html
Open Studio Weekend is a statewide celebration of the visual arts and the creative process in which Vermont artists and craftspeople invite the public to visit them working in their studios during Memorial Day Weekend. More than 260 sites will be open during this event, with more than 285 artists and artisans participating. http://www.vermontcrafts.com/OSW/aboutosw.html
Leadership: The Vermont Crafts Council has the capacity to advocate for it's many constituents and create a voice for them on a state and local level. The Vermont Crafts Council is governed by a board of directors drawn from its membership. The board meets monthly, except for August and December. They are the only statewide organization devoted to advocacy for the Vermont craft community and have 350 members. 267 locations participated in Open Studio 2006 Weekend.
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Appalachian Mountain Club http://www.amc-nh.org
The Appalachian Mountain Club provides recreation, conservation, educational, and lodging opportunities for people interested in experiencing the Appalachian Mountains.
Leadership: Leadership is effective in impacting positive change for the communities and environment. The public is encouraged to attend the activities, bring ideas to planning meetings, get involved in local conservation efforts by calling their town or city hall and ask when the Conservation Commission meets, and to get involved in "CAN" (Appalachian Mountain Club "Conservation Action Network") conservation@amcinfo.org.
Investment: The Appalachian Mountain Club is a nonprofit, tax-exempt organization under Section 501(c)(3) of the Internal Revenue Code. Donations to the AMC are tax-deductible. Membership fees are collected, branded items are for sale, and events like dinners and hikes have a registration fee, which all help maintain current programs and allow for new ones. There are also over 70 guidebooks, maps, and adventure narratives available for purchase. The AMC's Maine Woods Initiative received a $4.5 million Forest Legacy grant.
Knowledge: AMC is very involved in the environment. Just some of the initiatives they have done are: In 1996 they began monitoring ozone levels in the White Mountains and partnered with the US Fish & Wildlife Service, US Forest Service and New England Wildflower Society on restoration of endangered Robbins Cinquefoil in the White Mountain National Forest; in 1998 AMC joined the Highlands Coalition, an advocacy group focused on land protection in the Highlands region of New York, New Jersey, Pennsylvania, and Connecticut; in 2003 AMC opened the Highland Center at Crawford Notch, an outdoor program and education center based on an award-winning "green" architectural design; and in 2005 it launched its Mountain Watch "citizen-scientist" program, enabling members and guests to measure indicators of air quality and climate change.
Innovation: There is a high level of innovation in AMC. People are getting the message when they pass volunteer trail crews who are working on the trail or read it in AMC Outdoors and other publications. AMC believes that if you're using trails for recreation (hiking, biking, skiing, whatever) you should also contribute to their maintenance. Every project is different and has work for folks with all abilities and experiences (including none). Learn how and why the trails in the northeast are some of the best maintained in the country, and meet and be the people responsible for them.
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League of N.H. Craftsmen http://www.nhcrafts.org/index.html
The League of NH Craftsmen's Fair is one of the finest, most prestigious craft events in the country today. This annual nine-day event features both traditional and contemporary fine craft work by juried members of the League of New Hampshire Craftsmen. Shop, participate, view, and enjoy!
Leadership: The annual League of NH Craftsmen's Fair is the oldest, continuously running craft fair in the US. It began in 1933 as a very small event in a barn in Crawford Notch. Now in its 75th year, it is held at the Mount Sunapee Resort in Newbury and attracts 35,000 visitors. Its long-term success and continued growth is clearly a mark of good leadership that delivers positive, sustainable benefit to the community and the local craft economy.
Investment: The Fair has the support of multiple stakeholders, including a number of community businesses and individuals whose financial sponsorships, in-kind services, and donated products help to sustain and grow this annual event.
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National Scenic Byway Program and White Mountain National Forest http://www.byways.org/explore/byways/2458/
The Kancamagus Scenic Byway passes through the heart of the White Mountains while traversing the flank of Mt. Kancamagus, filled with scenic areas and overlooks. Visit the Russell Colbath Historic Site, which offers colonial history, and explore the Forest Discovery Trail, which provides forest ecology experiences in a living classroom. In addition to learning the cultural and economic history of this area, embark on a recreational adventure and let the landscape reveal the area's natural history to you. You'll experience forests, old logging roads, and Indian hunting paths combined with history and recreation. Part of the White Mountain National Forest, the KSB includes stops at the Lincoln Visitor Information Center, Clark's Trading Post, Loon Mountain Ski Resort, Fals Pond and Rocky Gorge, Lower Falls and Boulder Loop Trail, and Conway for a total distance of 32.2 miles.
Leadership: There is a Kancamagus-White Mountain Trail Ad Hoc Advisory Committee in place for the byway and the White Mountain Trail-Kancamagus Council (Council), which demonstrates leadership, organization and structure. Continued funding research for new projects, such as new infrastructure or upgrades of existing facilities, demonstrates positive change for the communities and environment. Listening to the surrounding communities is demonstrated through some of their management plan implementation where they continue outreach and public involvement for byway initiatives with Town officials, businesses, Conservation Commissions, Historic District Commissions and other interested parties.
Investment: The National Scenic Byways Discretionary Grants program provides funding for byway-related projects each year, as part of the Federal Highway Administrations Discretionary Grants Program. For example, in 1996 they were funded to do the Kancamagus Scenic Byway: Covered Bridge Interpretive Site project; which was the first of 17 stops to be constructed and interpreted along the Byway, and also includes three wayside exhibits for the site.
Innovation: There is much research and development taking place through the KSB projects and management plans. Involving the local communities when forming such plans, including town officials, businesses, Conservation Commissions, Historic District Commissions and other interested parties, is a great way for them to foster information from the entire area and implement those suggestions into their future work. Such management plans assess changes in resource development, research future funding sources, and recruit additional local support to implement the corridor management plans.
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New Hampshire Division of Parks and Recreation www.discoverpowerofparks.com
The Discover the Power of Parks program, which debuted last summer, is back again for 2008 with a full summer of programs planned throughout the state. Discover the Power of Parks is focused on participants connecting with nature and building appreciation for New Hampshire's unmatched natural heritage. Programs will include guided hikes, interpretive tours, and imaginative environmental workshops for children and families. These and other programs will be taking place at seven parks, including Bear Brook State Park, Pawtuckaway State Park, Greenfield State Park, Monadnock State Park, Moose Brook State Park, White Lake State Park and Franconia Notch State Park. Programs will be taking place throughout the summer at the different locations and are offered free to park guests. The program topics will be changing on a weekly basis, with all updated information found at www.discoverpowerofparks.com. N.H. State Parks has a "Carry-in Carry-Out" trash policy in all their parks, including Seacoast beaches.
Leadership: They have several committees for individual state park sites and areas within the program, but no known committee for just the Discover the Power of the Parks program. A State Park Advisory Council, a committee of pertinent agency and recreation organization representative, does exist to oversee all of the state parks.
Investment: The Discover the Power of Parks program is made possible by generous financial support from Public Service of New Hampshire. There are no member dues and the only fees collected are those to the State parks for admission. There is more of a non-financial, human investment from the parks and the visitors to the parks.
Knowledge: The New Hampshire State Parks' does demonstrate an effort to understand trends and takes this information to use in future planning. For example, some of the information is being used to analyze the recreational needs of each geographic region of the state and the degree to which existing park facilities address those needs, to evaluate overall state park system operations to identify strengths, weaknesses, and future approaches to increase revenue and simplify operations, to identify specific goals and objectives for the park system, to identify proposed improvements to park facilities, including major renovations, repairs, additions, or new construction, to evaluate facilities, profit and loss, and usage trends in each state park and a comparison of such usage to national trends, and to analyze whether leasing or outsourcing certain state park functions, or entering into public/private partnerships would increase revenues and simplify operations.
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New Hampshire Fish and Game Department http://www.wildlife.state.nh.us/index.htm
The NH Fish and Game Department conducted a study of potential sites along the Merrimack River watershed. The region of the lower Merrimack River is comprised of low non-tidal watersheds in NH's south-central Merrimack Valley region. The watershed includes the drainage area of the Winnipesauke River, Nashua, River, Beaver Brook and other tributaries and drains south through Massachusetts before reaching the Atlantic Ocean. The Merrimack was once listed as one of America's ten dirtiest rivers; there have been great improvements as a result of regulation industrial sources of pollution. Non-point source and waste water from treatment facilities are the major contributors to pollution. The Merrimack habitat supports many species of diadromous fish and is one of the few largest river habitats critical for large migratory fish species. The watershed area is one of the fastest growing regions in the State as its well-drained, sandy soils are highly suitable for development. There is also a relatively high amount of agricultural land available for suburban development. Loss of forested buffers adjacent to headwaters and along river corridors will impact the viability of aquatic habitats.
Leadership: The entire proposed project is under the direction of the Fish and Game Department and the initial inventory and analysis for the project was completed in the fall of 2007. With the inventory complete the Fish and Game Department can move forward to secure funding for additional feasibility analysis and implementation.
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Harrisville Designs www.harrisville.com
Harrisville Designs is a small, family-owned and operated business which focuses on the tradition of textiles in the community and promoting the tradition through their yarns and tools.
Leadership: John Colony grew up with a unique sense of responsibility towards the preservation of the village where he grew up. Harrisville had been the site of textile manufacturing for over 200 years when the Cheshire Mills, owned by his father and uncle, was forced by economic pressures to close in the early 1970's.
Investment: Family owned and operated business
Knowledge: There is a great tradition of textiles in our community and in our culture, and we are pleased to share that tradition of quality by designing and marketing our yarns and tools.
Innovation: The village of Harrisville is now a National Historic Landmark, the oldest surviving example of an operating 19th century textile village in the United States, while Harrisville Designs is very much a thriving business and provides an economic and symbolic link between a rich past and a vibrant future.
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The Maine Professional Guides Association www.maineguides.org
Maine Professional Guides Association (MPGA) was formed to organize professional guides in Maine (not all Registered Maine Guides are members) and are dedicated to promoting a quality, ethical outdoor experience. The Association is legislatively active in defending professional guides and they way they make their living as responsible, consumptive users of Maine's renewable resources. They feel they do a credible job fighting off adverse legislation, educating legislators and policy makers, and preserving the traditional hunting, fishing and guiding heritage in Maine.
Leadership: Continual growth of the organization over the years to protect and represent the needs and concerns of the membership. 15 Member Board of Directors meets monthly and holds annual membership meeting. Lobby for collective interests at the State House. Leadership is committed to maintaining Maine's working forest is vital for hunting, camping and recreation guides, as well as for the region's forest products economy and wildlife populations.
Investment: The strength of MPGA is in its 800+ membership. MPGA's goal is to have an annual operating income of more than $100,000. They were recently awarded $10,000 from the National Shooting Sports Foundation (NSSF), with a possible annual allocation from the organization. In 2008, the a lobbyist registration was filed with Maine's Commission on Governmental Ethics and Election Practices in the amount of $15,000 for work to be done for the MPGA. In 2007 the Association created a Professional Executive Director position to coordinate Association activities, and to be a more effective voice, which has become a full time task.
Knowledge: Website to promote MPGA members with search function, as well as Maine's nature/hunting/fishing destinations. Membership newsletters provides through information on pressing issues to Maine's Guides. Maintains MPGA booths at sporting shows. Sponsors events such yearly programs at the Maine Conservation School and Junior Maine Guide program.
Innovation: Created the Maine Guides Education Fund in response to concerns about the future of Maine's outdoor heritage and traditions, and the effect of diminishing public access to Maine's natural resources resulting from recent trends in land and wildlife management policies. Fund's mission is to educate and advocate regarding outdoor recreation, public access, land conservation, land use policy, fish and wildlife management, and the sustainable use of natural resources, and to participate with Maine's industry, land owners, land managers, agricultural interests, State and Federal government, sporting and conservation groups to ensure the future of Maine's outdoor recreation heritage traditions including hunting, fishing, camping, canoeing and snowmobiling. This is a new charitable program for the organization.
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Maine Huts and Trails http://www.mainehuts.org/about.htm
Maine Huts and Trails is a non-profit public service organization that was founded by Mainers who share a vision for preserving the State's naturally beautiful remote areas, who organized to build and operate a hut-to-hut trail system. When completed, it will include up to 12 rustic backcountry huts and more than 180 miles of non-motorized trails at an average distance between huts of 14 miles. The system will encourage healthy lifestyles by creating opportunities for accessible, people-powered outdoor recreation. The project will create a much-needed economic development by drawing a steady stream of outdoor enthusiasts to the region year-round. The 12 huts, each sleeping up to 45 people, will provide 400 beds and the architecture of the hut designs reflect traditional Maine sporting camps. Maine Huts and Trails' headquarters is located at 375 Main Street in Kingfield.
Leadership: Larry Warren, a founder of Western Mountains Foundation and visionary of the Huts & Trails system, worked on the project for over 21 years with the belief that nature-based tourism, experiential education, and quality destination resort facilities will create significant opportunities. He first envisioned the trail network in 1974, borroweing the hut concept from the Appalachian Mountain Club. Promoting winter tourism in the region is one of his stated goals. (He was formerly involved in developing Sugarloaf/USA into the state's second busiest ski resort). Project has the support of Maine Governor John E. Baldacci and Penobscot Governor Kirk Francis, who were both on had at the ground breaking of the first hut in the fall of 2007 and opened on Feburary 16, 2008. Executive Director is Dave Herring, who formerly ran the White Mountain hut system for the Appalachian Mountain Club. Trails were designed by John Morton. He has laid out trails throughout northern New England, including North Conway's Whitaker Woods in New Hampshire and Vermont's Kingdom Trails. Trail system is operated by a 17 member board of directors including such national leaders as VP of L.L. Bean, Advisor to Chief and Tribal Council, Penobscot Indian Nation.
Investment: Organization has 6 staff members. The organization has raised more than $5.5 million, 95% from private philanthropy, to support the construction of trails and huts. Construction of the first hut was sponsored by a charitable foundation established and funded by New Balance Athletic Shoe Inc. Two additional huts are scheduled for construction in 2008; a total of three should be open to the public for the winter of 2008-2009. Membership fees help offset trail construction and maintenance expenses. The Maine Office of Tourism reports that in 2004, visitors generated $13.6 billion in sales of goods and services, 176,600 jobs, and $3.8 billion in total payroll. Tourism is Maine's largest industry.
Knowledge: Dissemination of information about the organization and its goals are contained on website. Actual educational programs are underdevelopment and are expected to include informational pamphlets on history and educational guides.
Innovation: The movement started from a PowerPoint presentation. Maine Huts and Trails is a new entry into the growing "eco-tourism" segment of Maine's tourism market. Larry Warren has a long background in tourism having been manager at Sugarloaf for many years. Much of the land for this project -- including Poplar Stream Falls Hut site -- is leased from the Penobscot Indian Nation. The 100 foot trail cooridor allowes for the continued logging of suronding lands. This project removes the forest resource value from a per-cord basis to a Maine forest experience, which is worth more than the value of the stumpage. The project maintains that that nature-based tourism and the forest products industry can work together. The MHT has multiple energy system that supplies all hut's energy needs from a wood burning furnace to water heated with solar panels and a hydro-stream system that produces electricity which powers the lights.
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Appalachian Mountain Club http://www.outdoors.org/mwi
The Maine Woods Initiative is the Appalachian Mountain Club's (AMC) strategy for land conservation in the 100-Mile Wilderness region of Maine to address regional ecological and economic needs through outdoor recreation, resource protection, sustainable forestry and community partnerships. A major component of the initiative was the AMC's purchase with assistance from The Trust for Public land and for the management of 37,000 acres of forestland known as the Katahdin Iron Works (KIW) tract from International Paper. The AMC also owns and operates Little Lyford Pond Camps, a traditional Maine sporting camp established in 1874. AMC has more than 3,600 members in Maine.
Leadership: The AMC is drawing on its long history in Maine and New Hampshire in developing new trails and a range of accommodations that are scaled appropriately for the natural resources of the area. The project is a once-in-a-lifetime opportunity to protect irreplaceable natural resources and help build strong local economies in this region of Maine.
Investment: Demonstrated ability to attract investment, the project is funded by a mix of private and public dollars, including private donations, foundation grants, and state and federal program dollars. New Markets Tax Credits financing also has been obtained. The property has been ranked by the Maine Bureau of Public Land as the Number 1 priority in the state for funding under the U.S. Forest Service's Forest Legacy program, and the project was ranked number 4 nationally in the President's FY06 Forest Legacy budget. The AMC continues to work closely with The Trust for Public to protect the natural, recreational, and economic resources on the property. The Land for Maine's Future program committed $1 million with a potential of an additional $5 million in grants from the federal Forest Legacy program The public will gain deed restrictions promising access and protecting 12,000 contiguous acres (including the Appalachian Trail) as "forever wild." Project endowment is not evident.
Knowledge: The AMC recently completed an ecological assessment of the property, which provided information on ecologically significant areas on the property and will help guide future management. The property has a high level of biological diversity, with 30 distinct natural vegetation communities mapped during the survey ranging from lowland bogs, marshes and swamps to sub-alpine summits. Mature hardwood and softwood forests contain 300-year-old spruce, 400-year-old cedar, and sugar maple and yellow birch exceeding three feet in diameter. The AMC has designated roughly 10,000 acres of the 37,000-acre property as a non-motorized ecological reserve with a focus on habitat protection. This is as large as the biggest reserves currently designated on Maine state lands. The reserve will protect the headwaters of the West Branch of the Pleasant River, a Class A river, and abuts land already protected around Gulf Hagas, the Appalachian Trail and The Hermitage. Forestry operation will be used as an educational tool to broaden awareness of sustainable harvesting techniques, and how they can co-exist with other land management goals, such as recreation. Maine Woods Initiative News, a new electronic newsletter provides public on the AMC's work in 100-Mile Wilderness region. AMC has worked with a local education collaborative to get schoolchildren on the site for winter recreation programs and support outdoor skills courses. It has worked with local groups on nature based tourism efforts such as the 100-Mile Wilderness Dogsled Race. It continues to collaborate with local snowmobile clubs to accommodate snowmobile access to AMC's land. While AMC's practices in this category are very high given the number of publications and programs offered, this project has a dedicated web site where project developments are listed. Specifics for dissemination of information as the project unfolds are underway.
Innovation: AMC completed a harvest of cordwood of low-grade hardwood which has been sold to Maine mills. The AMC paid a Maine logging crew to conduct the harvest. Despite the unpopularity with some environmentalists, AMC will keep logging as part of their plan and a foundation of the local economy. Restoration of the forest's "big woods" could take 150 years.
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Mountain Counties Heritage, Inc. www.mainemountains.org/mmh
In 2000, Mountain Counties Heritage, Inc. convened managers of a number of heritage-based development projects from across the mountain region of Maine (Oxford, Franklin, Somerset, and Piscataquis Counties). The Maine Mountain Heritage Network is an open association of businesses, non-profit organizations, and government agencies working together to bring about a more prosperous future for the Maine Mountain region. In 2008, the Network proposed increasing its geographic coverage reaching out to new partners north and east to form the Maine Woods Consortium with the goal of achieving regional prosperity in three areas. 1. Align work of local, regional, state groups to make sustainable use of the region's natural and cultural resources. 2. Attract and apply new capital to conserve and enhance key resources, strengthen physical and organizational infrastructure, develop new and emerging businesses and production networks. 3. Create stronger links with markets for the region's products including tourism. To achieve these goals the new organization will Build on strategic frame of the Maine Mountain Heritage Network to align initiatives in three program areas: sustainable and productive management of landscape resources; revitalization of towns and villages; support for asset-based production networks.
Leadership: Mountain Counties Heritage, Inc. acts as steward of the Network's Coordinating Team and provides communications support for the Network as a whole. The Network is comprised of 16 members under the direction of Bruce Hazard. The Network operates by organizing action teams around emerging opportunities and objectives, aligning action across teams through a Coordinating Team of 16 members that meet regularly.
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Maine Woods Consortium http://www.mainemountains.org/mmh/programs/programs-general/share-your-heritage.html
The Rural Destination Tourism Network (RDTN) is an initiative of the Mountain Counties Heritage to organize local organizations to create 3-day visitor itineraries as a way to enhance a visitor's experience and to generate return visits. The initiative has focused on creating visitor itineraries using local sites and activities organized to introduce visitors to key stories and themes of local areas. The RDT is putting forward a concept of "tourism production networks" and is partnering with Maine Woods Consortium in prototyping a production network focusing on the fishing/ outdoor sporting heritage of the region. The a new network of tourism providers is being organized to design, market, and deliver tourism products (itineraries, packages) based on Maine Woods sporting heritage themes. The network will combine authentic place-based tourism experiences with high quality customer service to create visitor experiences that customers can access through a variety of coordinated trip planning and booking tools. The overall purpose of this initiative is to develop a new business model for rural tourism that increases the wealth flowing through local economies that creates living wage jobs; fosters a more meaningful, enduring and sustainable connection between people and the landscape; aligns existing and emerging efforts in the field for the purpose of more efficiently attaining shared outcomes and improving customer experience of place; and is scalable to other regions. This model of tourism development would function at three different scales: community, county, and multi-county. A county level prototype is in the works for Franklin County in Maine and Coos County in New Hampshire. The Consortium is focusing on three major areas: sustainable management of landscape resources; revitalization of towns and villages; and alignment of small and moderate scale enterprises to meet emerging market opportunities. Three pilot projects are under development and evaluation: From Homespun to Grand Opera in the Franklin Foothills; The Rangeley Lakes: Snapshot of Woods, Water, and Wildlife; and, Relax, Rejuvenate, and Reconnect in the Historic Bethel Region.
Leadership: Mountain Counties Heritage, Inc has played a leadership role in the development of the three pilot programs. Each initiative has a planning team and project timeline.
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Hancock County Planning Commission www.hcpcme.org
HCPC has been providing planning and related government-support assistance to Hancock County municipalities since 1970. Our services now include special projects such as support for healthy communities, housing and community development planning and hazardous waste planning. Explore these developments along with our ongoing work in land use, transportation, economic development, solid waste and recycling.
Leadership: Board of Directors (10 people) seems to have the buy in of state government and local communities.
Investment: The route was purchased by the state of Maine in 1987, and the rail-trail project has solid community and regional backing.
Knowledge: Recently partnered with a dozen state and area businesses for the Business and Community Development Conference. Seems to connect very well with local communities in getting the word out about the benefits of the Trail.
Innovation: Sunrise Trail not only offers economic development, but health benefits, too. As a community that has one of the highest obesity rates in the US, it connects schools in 2 communities so that students can walk safely to school. Senior citizens have access from a retirement center, and patients at a local hospital can fulfill their healthy walking plan on the trail.
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Northwest Pennsylvania's Great Outdoors Visitors Bureau www.pagreatoutdoors.com
The PA Wilds is a unique collaboration between regional TPAs and DCNR created to market and promote public land assets in a 2+million acre region of No Central PA. Results include the Elk Scenic Drive and other initiatives such as those developed by the Lumber Heritage Region (a Penna. State heritage area, administered by the No Central PA Regional Planning and Development Council, Ridgway, PA).
Investment: PA DC&R recognized the importance of careful planning and the need for considerable public participation related to developing the PA Wilds. As such they made funding for this planning and public participation a priority and worked with regional planning and development entities such as the North Central PA Regional Planning and Development Corp. in retaining professional experiential tourism planners to inventory and assess assets and make recommendations for infrastructure and other improvements. This considerable investment enables this project to proceed at a large scale and in a timely manner; and also provided for early implementation projects to demonstrate the value of proceeding with implementing the plan in its entirety. These early implementation initiatives included the development of the 125 Elk Scenic Drive, several elk viewing areas, and a number of enhancements at PA state parks throughout the region including detailed interpretive signage. In addition the Tourism Agency developed a comprehensive printed guide to accompany the trail and local tourism promotion agencies developed packages and information materials to encourage visitation.
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Investment: With proper planning and investment, the Laurel Highlands is now serving DCNR as a vivid (and tangible) example of how to marry the interests of communities, agencies, and individuals in a cohesive and sustainable economic, recreation, and conservation initiative. Specific steps being taken in this CLI include a number of precedent-setting investments for the agency, particularly related to Ohiopyle. Ohiopyle State Park is a 20,000 acre multi-use park located in the Laurel Mountains east of Pittsburgh. Ohiopyle Borough is completed surrounded by the park, and has limited resources related to economic or social development. DCNR and the Borough, assisted by Fermata and the Pennsylvania Environmental Council (PEC), are now developing a single comprehensive development plan for both the park and the borough.
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Alabama Black Belt Heritage Area www.alblackbeltheritage.com
The Center for the Study of the Black Belt is a non-profit management entity housed at the Univ. of West Alabama, promoting the interest in the cultural heritage of the Black Belt.
Leadership: Alabama Gov. Bob Reilly recognized the importance of helping the economy of Alabama's impoverished Black Belt region early in his administration. Towards that end he created the Governors Black Belt Action Commission and established several committees within the commission. One of those committees, the Tourism and Marketing Committee, became aware of a twelve county planning initiative being lead by the Alabama Bureau of Tourism & Travel in partnership with Alabama Department of Conservation and Natural Resources namely to inventory and assess sites for possible inclusion in what was then to be called the Alabama Black Belt Birding Trail and which was in the process of becoming Alabama Black Belt Nature and Heritage Trail State Scenics Byway following US 80 from Mississippi to Georgia. The Tourism and Marketing Committee was approached by project leaders for the Nature and Heritage Trail Scenic Byway who suggested that the richness of the recourses would support a national heritage area designation with appropriate planning and promotion. Under the leadership of the action committee co-chairs for a task force to look into the feasibility of national heritage area designation were appointed. The appointment of these co-chairs is key to the success of the project. One was the director of the Center for the Studies of Black Belt, University of West Alabama, and the other the Director of the Alabama Historical Commissions Black Heritage Council. These two project leaders proficiency in garnering support and funding for the project are the most critical success factors in this case. These leaders organizations enabled them to devote the time and resources needed to this project and the Alabama Bureau of Tourism and Travel Director provided additional funding to support feasibility studies planning and other efforts.
Investment: Grant funding was obtained through cooperative extension, resource conservation and development councils and others ways to also support planning and training. The leadership of these agencies and non-profits was also critical in the success of the project. In addition to grant funding being sought, when National Heritage Area status is obtained (Congressman Davis has announced his intentions to seek designation in 2009), the National Park Service will also provide an annual administrative fee to the Heritage Area group. Tourism planning projects of this scale often suffer for lack of investment. The focus funding made available to this as a result of the Governor's emphasis on the Black Belt Region is an important factor in its success.
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Illinois River Road National Scenic Byway www.greatriverroad-illinois.org
There is a place located in the heart of America, sometimes referred to as THE heart of America. It represents four centuries of history and heritage, a compilation of thousands of stories that paints the picture of America's evolution. Its 550-mile route on Illinois' western border offers breathtaking views and majestic landscapes that inspire and sooth the soul. Nature has been kind to the banks and bluffs, attracting thousands of species that travel thousands of miles for a visit or to make themselves a home. Originally discovered by Native American Indians, the rich fertile soil and waterways are ideal partners for agriculture and farming, a region that feeds the world today. This is your destination for a weekend trip or an extended journey that allows you to explore, play, shop, or simply unwind. Welcome to the Great River Road in Illinois Scenic Byway.
Leadership: The Peoria Area Convention of Visitors Bureau showed remarkable leadership in recognizing the need to support the effort and also to engag partners outside of their traditional service region. Convention Visitors Bureaus are traditionally focused on marketing and promotion and not product development. The leadership shown by this organization to invest in invenotry and assessment of nature based assests along the Illonis River is diffentiating and a key factor in the success of the project. The Board of Directors of the Convention of Visitors Bureau at the time the project was launched shared a unique vision of the importance of the natural resources of the Illinois River Valley which has traditionally been utilized for industrial uses rather than recreation or nature based tourism.
Innovation: The Board of Directors of the Convention of Visitors Bureau at the time the project was launched shared a unique vision of the importance of the natural resources of the Illinois River Valley which has traditionally been utilized for industrial uses rather than recreation or nature based tourism. The Illinois River Road Scenic Byway Project was innovative because it took a ligislatively identified driving route and enhanced the visitors experience by selecting key natural resources sites and cultural heritage sites that were informed by nature as inclusions as way points along the scenic byway. The byway has become more than just a pretty drive. It has become a collection of experiences that are tied to a theme of movement and change along the Illinois River over time. It is very innovative to connect thematically this array of sites through the region and help to enrich visitors experiences by understanding the movement through the area over time, first by Native Americans and migrating waterfowl and later by early French explorers, the western expansion, modern industrialization, and commerce using barges along the river.
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Red Rocks Partnership and U.S. Forest Service http://www.redrockcountry.org/
For every dollar in the Federal budget, only .00018 of a penny goes to national forest recreation, heritage, and wilderness programs nationwide, a fraction of the funds needed to care for the increasingly popular Red Rock Country. Contrarily, ninety-five percent of the fees collected from the Red Rock Pass Program stay in Red Rock Country, which helps to complete many important tasks in the district and enhance visitor services.
Leadership: Funds to manage our national public lands have diminished annually, making the task of resource management increasingly more difficult. The Coconino National Forest and Red Rock Ranger District have implemented the pass program (through congressional intervention) to generate fees that have a positive, sustainable impact on resource management, the local economy, and the local communities.
Investment: While the US Forest Service funding is through federal appropriations, there are several stakeholder groups in Red Rock Country that work to support and enhance the region's recreational services and facilities. For example, the Friends of the Forest group log more than 20,000 hours of volunteer labor and also bring in additional funding from grants. The volunteer labor and fees generated by the Pass Program provide the required match for public and private grant proposals.
Knowledge: The Coconino National Forest has implemented the Red Rock Pass Recreational Fee Program. This innovative program is designed to increase visitor information and conservation education services, enhance the recreation experience, and perpetuate a healthy forest ecosystem.
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Handmade in America http://www.handmadeinamerica.org/
HandMade is a nationally recognized, multidimensional institution that has sparked initiatives and creative collaborations in education, small town revitalization and community development, economic development, environmentally sustainable strategies and enhanced opportunities for makers of the handmade object, heritage tourism, and incorporating crafts into building design and furnishing.
Leadership: HandMade in America is a nationally recognized, multidimensional institution that has sparked initiatives and creative collaborations in education, small town revitalization and community development, economic development, environmentally sustainable strategies and enhanced opportunities for makers of the handmade object, heritage tourism, and incorporating crafts into building design and furnishing. HandMade has been listed beside the John F. Kennedy Center for the Performing Arts and the Metropolitan Museum of Art by Worth Magazine as one of 25 American organizations representing "the best of our country's culture." They have been asked to represent the creative cluster of Asheville and have won awards for community outreach. Meetings are held regularly and Board of Directors represent various regions.
Investment: Handmade in America has a vast list of partners and funders of their initiatives including the Environmental Protection Agency, the North Carolina Dept. of Cultural Resources, and the Community Foundation of Western North Carolina, to name a few. For various projects there are specific grant funders, for example The Blue Ridge National Heritage Area provided funding for their Ashe Arts Barn Quilt Project.
Innovation: HandMade in America has established the HandMade Institute applying the organization's success models to a series of conferences, instructional programs, training products and custom consultation. Their communities can now tap the expertise of more than 100 professionals engaged in agricultural tourism, attraction development and management, craft development and marketing, creative economic development practices, cultural heritage tourism, retail marketing, and small town revitalization. This provides many examples for new business practices and to foster their creativity.
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Society for Ethical Ecotourism Southwest Florida http://www.seeswfla.org
In 2001, the Corkscrew Regional Ecosystem Watershed Land and Water Trust co-sponsored the formation of a society for ecotour operators who wanted to protect the environment. The Society for Ethical Ecotourism in Southwest Florida (SEE SW FLA) as become a non-profit educational organization incorporated to establish and maintain a professional code of ecotourism ethics in order to encourage an awareness and stewardship of Southwest Florida's natural history and welcome all ecotourism professionals. The society has developed a recognition program for the operators who provide quality, ethical tours. SEE SW FLA is dedicated to endorsing compliance with Federal, State, and local laws regarding the protection of natural resources and customer safety; providing environmental education and awareness which encourage behaviors that contribute to the sustainability of Southwest Florida's natural ecosystems and resources; and, promoting professionalism and integrity within the ecotourism industry by providing and maintaining a certification/recognition program for ecotour operators. Offer "Certification/Recognition Program" that allows the ecotourism service provider to be identified as a responsible and "nature friendly" operation. Certified SEE SW FLA members are recognized by eco-tourists as preferred service providers with the assurance that their product or service is backed by a commitment of best practice for ecological sustainability, natural area management, and the provision of quality ecotourism experiences.
Knowledge: Host an Ecotour Operator series providing science-based information regarding coastal resources, public education and Florida's ecology.
Innovation: SEE SW FLA is a relatively new local approach to create support for a dynamic growing industry while providing a connection to the global ecotourism community. Education is key to the organization's mission.
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Wisconsin Environmental Initiative http://www.travelgreenwisconsin.com
TGW is a voluntary, affordable program that reviews, certifies, and recognizes tourism businesses that have made a commitment to continuously improve their operations in order to reduce their environmental impact. The program allows tourism businesses to evaluate their operations, set goals, and take specific actions towards environmental, social, and economic sustainability. TGW is designed to support the Wisconsin brand, give the state and hospitality business participants a marketing edge, promote smart business practices, reduce costs, educate travelers, and protect the beauty and vitality of Wisconsin's landscape. Among its most popular attractions are its natural resources, cultural diversity, and the wildlife. Efforts to preserve these assets for generations to come are in the best interest of Wisconsin's tourism industry and the state's overall economy.
Leadership: In the spring of 2004, the Department of Tourism created a Sustainable Tourism Ad Hoc Committee of leaders representing tourism industries, non-profit organizations and government agencies with the mission of helping tourism organizations adopt more sustainable business practices. This work group developed a voluntary environmental certification program for the Wisconsin tourism industry. The Department of Tourism formed a partnership with the Wisconsin Environmental Initiative (WI-EI) (www.wi-ei.org), a non-profit organization dedicated to bringing together business, government and citizen groups in a neutral forum to address environmental issues. Travel Green Wisconsin is considered to be one of the most comprehensive of programs that exist nationally.
Investment: Program collects annual fees from certified businesses. WI-EI provides program oversight. They work to improve the environment, economy, and quality of life in Wisconsin through educational initiatives, multi-stakeholder dialogues, and the advancement of best practices in the areas of business strategy, environmental policy, green building, tourism, agriculture, and land use. Founded in 1995, WEI is a non-profit 501(c)(3), and has a demonstrated ability to attract funds from donors and the public sector. Program also solicits sponsors.
Knowledge: Education is provided to certified business in the form of workshops and training sessions to learn about sustainable business practices. Business can also receive technical assistance and resources to help with certification and program implementation. TGW disseminates information to business and the public on their website and through brochures.
Innovation: WI-EI conducted a significant amount of research and developed the TGW based on goals set forth by the Sustainable Tourism Ad Hoc Committee, existing certification programs, and the Mohonk Agreement, a framework and principles for the certification of sustainable and ecotourism developed at an international workshop held at the Mohonk Mountain House, New Paltz NY in November of 2000.
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Four Corners School of Outdoor Education http://www.fourcornersschool.org
Four Corners School of Outdoor Education (FCS) is a nonprofit organization based in Monticello, Utah, Four Corners School works on the Colorado Plateau located in Arizona, Colorado, New Mexico, Utah. They blend ecotourism and education through four different interrelated programs: Southwest Ed-Ventures, Adventures with a Mission; Canyon Country Youth Corps (CCYC) Employment, Education, and Leadership for 16-23 year old youth; Bioregional Outdoor Education Project (BOEP), Outdoor Education for Public and BIA Kindergarten-8th grade Teachers and a new initiative the Canyon Country Discover Center (CCDC) a placed-based learning center on and about the Colorado Plateau. Since its founding, FCS has served some 69,660 participants, ranging in age from 6 to 90. FCS has provided over 46,200 hours of youth and adult service on public lands, 505,000 hours of student/youth education, 222,000 hours of adult education, and 70,000 hours of teacher training. The School has awarded 200 teacher scholarships; repaired or rehabilitated hundreds of miles of roads and trails; and worked to protect over 27 archaeological sites on public lands.
Leadership: Janet Ross founded FCS in 1984 as an outgrowth of her love for the Colorado Plateau and desire to teach others about the need to understand and protect it. Prior to starting FCS she was employed by the National Park Service, Bureau of Land Management, and U.S. Forest Service as a backcountry ranger, wilderness specialist, and recreation crew leader for seven years. She was as a wilderness guide for over 15 years for the Colorado Outward Bound School, the National Outdoor Leadership School, Wilderness Challenge, Operation Breakout, Prescott College, and other outdoor programs. FCS has 6 staff members, 14-member Board of Directors and 11-member National Advisory Council. FCS's CCDCs' approach will distinguish it from other science centers and museums in the region. It is being been championed by many educators and learning theorists as the best way to increase students' academic performances. FCS's long history as an education provider and their vision to develop a regional center is a demonstration of their strong leadership. Recent awards include: Utah Society for Environmental Education as the Environmental Educator of the Year (2005); the Governor of Utah's Watershed Improvement Award (2004); the BLM's State of Utah Public Lands Volunteer of the Year Award (2004); 2002 Olympics Committee Spirit of the Land Environmental Education Award; the Prescott College Desert Star Award (2003); the Governor of Utah's Medal for Science and Technology in science education (2001); the North American Association for Environmental Education (2001); and, the National Public Radio's E-Chievement Award (2001).
Investment: FCS has seen successful growth from 1998 revenues of $428,000 to 2006 revenues of $1,002,074. They current have a capital campaign underway to raise $7.5 million for the CCDC.
Knowledge: FCS brings science together with teachers and the public to provide widespread dissemination about the region. Since 1998, the BOEP has promoted understanding and appreciation of the Colorado Plateau Bioregion through core- based, interdisciplinary, experiential curricula in grades K-8. It is designed to reach teachers and students on the Colorado Plateau through a Roving Teacher Education and Mentoring delivery system. The goal is to reach ALL elementary schools in the 96 school districts of the Colorado Plateau bioregion (in UT, CO, NM, AZ) over the next 20 years. Twenty-four schools participate in this project during every two-year cycle. The proposed CCDC will offer education, research, and service programs throughout the region. Information is disseminated through the FCS website, newsletters, classroom curriculum for teachers.
Innovation: Blend of ecotourism and education especially with major elements targeted to ecotourism seekers, youth, and regional teachers. Learning is science based.
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The Charles W. Bingham Forest Learning Center http://www.weyerhaeuser.com/Sustainability/MountStHelens
Within months of the 1980 eruption of Mount St. Helens, Weyerhaeuser began hand-planting 18 million seedlings in the aftermath of one of the most powerful volcanic eruptions in North America. Today, those trees stand 70-feet tall and are so dense that thinning is needed to ensure the heartiest have the sunlight, nutrients and space needed to grow to maturity. The Charles W. Bingham Forest Learning Center is located inside the blast zone of the May 18, 1980 eruption of Mount St. Helens on. It is a partnership between Weyerhaeuser Company, Washington State Department of Transportation and the Rocky Mountain Elk Foundation. Center provides: a walk through a life-like forest and an experience in the Eruption Chamber; exhibits address forest recovery, attractions include multimedia presentations on reforestation and conservation of forest resources; views of the mountain, elk viewpoint and replanted forests; hiking trails through the planted forest and interpretive message about biodiversity; a volcano slide at its playground; and, gift shop.
Knowledge: The Center attracts more than 200,000 visitors every year from all over the world and is open daily from mid-May until mid-October. Group visits are limited to 60 students and chaperones. Visitors should allow 90 minutes to see the exhibits and groups of 50 or more may require two hours. 100 schools visit the Center annually and receive a curriculum on environmental sustainability. The curriculum is also available to any school that requests it. Education material is developed to engage all the senses allowing student to touch, smell and feel what it means to keep something for the future.
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Great Bend Convention & Visitors Bureau http://www.visitgreatbend.com
Visit Great Bend and find a wide variety of things to do while enjoy-ing a small town with all the amenities of a small city. History buffs, bird watchers, drag racers, hunters and tourists of all types looking for a new experience will find a unique destina-tion here on the Great Plains.
Leadership: The director of the Convention and Visitors Bureau in Great Bend is largely responsible for the great success of the various initiatives that have taken place or are still occurring in the region today. Through her efforts, and the support of members of the board of directors, the mayor of the city of Great Bend and the county commissioners of Barton County, Kansas have gotten fully behind the notion of experiential tourism as an economic development driver for their area. Their vision of including other communities near their city and county is also important.
Innovation: A community that noticed that there were some great natural resources nearby and set out to make these assets perform to generate economic benefit for the City and other towns in the region. Now having achieved National Scenic Byway designation for a route that connects the resources, Great Bend and Barton Co. is working with other stakeholders in the region on interpretation through a website, exhibits, and an audio tour to enrich visitors' experiences.
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Virginia Department of Game and Inland Fisheries www.dgif.virginia.gov/vbwt
The website provides an easy way to get information on the environment and recreational activities in Virginia.
Leadership: Virginia Department of Game and Inland Fisheries manages the Wildlife and Birding Trail.
Investment: VDGIF is responsible for the management of inland fisheries, wildlife, and recreational boating for the Commonwealth of Virginia. The Department has an operational budget of approximately $49.5 million and a maximum employment level of 493 salaried staff.
Knowledge: The highest priority item identified by employees is enhancing public awareness of VDGIF and its programs. 76% of the agency's employees considered information and education to be a big part of their jobs.
Innovation: Within Virginia's 43,000 square miles of diverse natural habitat, you can find some 400 species of birds, 250 species of fish, 150 species of terrestrial and marine animals, 150 species of amphibians and reptiles, and a wide variety of aquatic and terrestrial invertebrates. The Virginia Birding and Wildlife Trail celebrates this diversity. In fact, it is the first statewide program of its kind in the United States.
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World Birding Center http://www.worldbirdingcenter.org/
A voice for conservation. Special places for learning and discovery. The WBC network offers a wealth of wildlife, and so much more: Sites that also celebrate our history, culture and natural abundance.
Leadership: Texas Parks and Wildlife Department (TPWD) operates both the headquarters of the far-flung World Birding Center at Bentsen-Rio Grande State Park near Mission and the recently opened Estero Llano Grande State Park in Weslaco. Six other WBC sites have been built and are operated by local communities in Edinburg, Harlingen, Hidalgo, McAllen, Roma, and South Padre Island.
Investment: The approximately $7 million WBC headquarters project owes its existence to many partners. Members of the Texas Legislature and U.S. Congress worked to provide funding and support. TPWD put more than $2 million in state funding and staff time into the project. The City of Mission provided $2 million in cash and in kind services. The U.S. Fish and Wildlife Service provided a $1.8 million federal grant for the headquarters. The USFWS will also help operate the Roma WBC site. The Texas Department of Transportation contributed a $1.5 million federal TEA-21 grant toward the headquarters. The Meadows Foundation, through the Texas Parks and Wildlife Foundation, donated $600,000. Bentsen Palm Development, which is creating a 2,600-acre planned community next to the headquarters, has donated land, labor and many other contributions.
Knowledge: TPWD 's executive director, Robert L. Cook believes in the WBC's educational mission and the Valley's unique natural heritage. The World Birding Center, is important for wildlife conservation and sustainable economic development, but its lasting impact may come through youth involvement and education.
Innovation: Bird watching is a booming national pastime, and for the Lower Rio Grande Valley, it's also big business. Ecotourism is a solution where local people benefit from tourism revenue and birds/wildlife benefit from protected lands. Tourists are spending millions of dollars each year for the chance to see our famous birds. Our goal is to grow tourism and grow the number of acres protected in the Rio Grande Valley, where history, culture and spectacular natural diversity combine into one unforgettable nature adventure.
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U.S. Department of the Interior Bureau of Land Management http://www.blm.gov/wy/st/en/NHTIC.html
The National Historic Trails Interpretive Center is a 25,000 square foot facility is located in Casper, Wyoming. This unique facility tells the story of America's westward expansion through the Trails Center's interactive exhibits and multi-media presentations. The Trails Center features seven exhibit galleries: Ways of the People; The U.S. Looks West (mountain men & explorers); The Oregon Trail; The Mormon Trail; The California Trail; The Pony Express Trail; The Trails Today. The National Historic Trail is a designation for a protected area in the United States containing historic trails and surrounding areas. National Historic Trails were authorized under the National Trails System Act of 1968 (Public Law 90-543) along with National Scenic Trails and National Recreation Trails. National Scenic Trails and National Historic Trails may only be designated by an act of Congress. The Center is the is the nexus for four of the 17 designated Natural History Trails. BLM administers public lands in Wyoming and this is one of the few remaining locations where these national historic trails can be experienced in a setting relatively unchanged from the 1800s.
Leadership: The National Historic Trails Foundation is a private, non-profit trails committee who first envisioned the interpretive center a decade before the actual development. The Bureau of Land Management covered half of the total costs for the center. The City of Casper was the last piece of the puzzle and donated 10 acres for the project. The National Historic Trails Interpretive Center exemplifies the public-private partnership. The volunteers are key participants in the success of the Trail Center's various music, storytelling, historical reenactments, and skit events. Promotions for the events are broadcasted over local radio stations, newspapers, and flyers. The service of the volunteers assists the Bureau of Land Management meet their goals of assuring quality visitor experiences, enhancing visitor services, and promoting responsible enjoyment of America's natural and cultural resources. The Foundation raised funds to construct the exhibits and continues to accept donations by which these exhibits are maintained. It is made up of an executive director and a governing Board of Directors.
Investment: NHTF received $1,000,000 in federal assistance in 2001 for the project. In 1992 the Bureau of Land Management (BLM) joined the endeavor, with a commitment to pursue $5 million of the $10 million estimated cost for the project. The City of Casper pledged 10 acres of land for the site of the Center. There no known endowment.
Knowledge: In 1986, an historic trails management plan was prepared to guide BLM management of the Oregon, California, Mormon Pioneer and Pony Express Trails and cutoffs. Since that time, interest in the historic trails and visitor use has steadily increased. BLM Wyoming is considering updating or revising the management plan to address overall management of all the historic trails in Wyoming.
Innovation: Partnership brings together three unique entities federal, nonprofit and local government. Extensive research has gone into the Center's interpretation of this important time in American history.
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New England Forestry Foundation http://www.northquabbinwoods.org/
North Quabbin Woods is a project of the New England Forestry Foundation. The goal of the project is to revitalize the North Quabbin economy based on the sustainable use of local forest resources. Project initiatives include: Marketing locally made wood products, Educating landowners about sustainable forest management, Training & Promoting Forest Guides, and Raising Community Awareness.
Innovation: A project of the New England Forestry Foundation in western Massachusetts. The goal of the project is to revitalize the North Quabbin economy based on the sustainable use of local forest resources. Project initiatives include: Marketing locally made wood products. North Quabbin woods promote over 30 local woodworking businesses with products as diverse as lumber, gift items and fine furniture. Through a showroom in downtown Orange, a website, and a display of wood products businesses the initiative is connecting woodworking businesses to markets in the North Quabbin, Massachusetts, New England, and the Northeast.
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Porter County Convention and Visitors Bureau http://www.casualcoast.com/
Eleven individual communities consider Porter County home - from the beachside communities of Ogden Dunes, Burns Harbor, Dune Acres, Porter, Beverly Shores and Pines in the far north to the the rural southern communities of Kouts and Hebron to the commercial centers of Chesterton, Portage, and Valparaiso - each one has its own experience to offer. In addition, there are still unincorporated areas that boast communities of their own including Wheeler, South Haven, Boone Grove, and Lakes of the Four Seasons scattered throughout Porter County.
Investment: The multiple partners in the project all contributed towards developing the center and transportation enhancement funding was also secured because the facility provides important visitor information functions. Opportunities for private parties involvement are made available. These include donated services and materials such as landscaping. Local scout groups also play a role in maintenance. By engaging community organizations as well as agency partners, all of the collaborators share in the responsibility and in the "ownership" for the success of the Center.
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Northern Forest Canoe Trail http://www.northernforestcanoetrail.org
In our work to achieve our mission, we will: Work through partnerships and in collaboration with local and regional stakeholders. Engage local communities in Trail planning, design and stewardship. Promote low-impact use and enjoyment of the Trail. Conserve and enhance the interrelated human and natural heritage of the region. Expand awareness and understanding of the Northern Forest region's history, identity and potential. Honor Native American culture and traditions.
Leadership: The Northern Forest Canoe Trail (NFCT) was founded by Kay Henry. Over the course of fewer than 10 years, Kay worked persistently to transform the intriguing idea of the long-distance water trail into a fully mapped and nationally recognized public paddling resource. In the process, she helped to engage widespread volunteer support for the project, as well as critical funding from federal, state, private, and corporate sources to support the start-up of the project. Kay remains on the NFCT board of directors.
Investment: The NFCT is a 501(c)3 charitable organization and all gifts are tax deductible. The Trail received some critical start up funding through National Park Service-administered federal grants, secured through the efforts of Vermont Senator Patrick Leahy. They have broadened the funding base from there to include state-level and foundation grants, corporate contributions, individual contributions, memberships, map sales and royalties, and revenue from their on-line store and annual online auction.
Knowledge: NFCT positively impacts the environment both through groups and the community. Local community groups have played a crucial role in the Trail's development and continue to be stewards of the Trail in the future. NFCT encourages people to become involved by adopting-a-section, internships, offering water work trips, and by donating items such as tools and gear.
Innovation: NFCT positively impacts the community, economy, and environment with its goals of encouraging canoe/kayak travel and recreation, promoting economic development by attracting a wide range of visitors to the region's communities, improving local access to and providing stewardship of regional waterways - rivers, streams, and lakes, enabling travelers to experience the Northern Forest's full range of diverse landscapes, from working cities and towns to farms, forests, and mountains, supporting community-based services and local arts, education and environmental programs that educate and inspire residents and visitors alike, and enhancing quality of life by creating opportunities for people to reconnect with place
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Aigas Field Centre http://www.aigas.co.uk/index.asp
Aigas is Scotland's premier nature center with accommodations in lodges for up to 40 people and provides all meals and programming. It is a family business and working estate conducting farming, tourism and woodland management. The Centre was opened in 1977 by the eminent ecologist, Sir Frank Fraser Darling. It is located in Strathglass near Beauly, Inverness-shire and provides nature-based holidays for adults and environmental education services for school children. Set amid 25 acres Aigas offers guided programs, lectures and use of trails. Aigas maintains a full time professional team that offers in-depth interpretation of the natural history of the highlands. Birding and wildlife viewing is a highlight at Aigas as well as nature photography. Aigas is associated with Rolling Earth Travel Ltd, which provides South American and Antarctic adventures.
Leadership: For 31 years this facility has been providing wildlife experiences of Scotland's Highlands for guests from all over the world for more than 30 years. People of all ages stay at Aigas to learn about the ancient and natural heritage of the Highlands & Islands of Scotland. Aigas runs programs on a wide variety of subjects from wildlife and walking to history and archaeology, land use, and nature conservation. They offer programs in Orkney, Shetland and the Hebrides as well as oversee tours to the Galapagos, Patagonia, Alaska and Antarctica. Aigas Field Centre is the project of Sir John Lister-Kaye, one of Scotland's foremost naturalists and well-loved nature writers. Moved by infamous Torrey Canyon oil spill (100,000 gallons) on the Cornish coast in 1967, Sir John was inspired to work as a freelance environmental journalist and began a career as a writer. In 1968 he moved to the Isle of Skye and worked with naturalist Gavin Maxwell known for his work with otters and author of Ring of Bright Water. He realized his passion was not just natural history and wildlife, but also for nature conservation through education. He has led expeditions to wilderness areas such as the Kalahari Desert, Arctic Lapland and the Atlas mountains. In March 2003 he took his wife and daughters to Svalbard to follow the polar bear migration across the pack ice of the Barents Sea, only 350 miles from the North Pole.
Investment: Human investment comes from Sir John Lister-Kaye love for the land. He is one of Scotland's best-known naturalists, writer and lecturer. He believes that prohibitive nature conservation did not work; that people had to have the opportunity to see and to enjoy and to learn if they were to value wild places and wildlife, and so conserve them. For this reason he was committed to starting a field centre which provided environmental education for children, as well as enjoyable nature tours for adults and special interest groups. He has served nature conservation for over 35 years, including being Scottish Chairman of the Royal Society for the Protection of Birds, President of the Scottish Wildlife Trust and a Vice-President of the Association for the Preservation of Rural Scotland. He served the boards of the Nature Conservancy Council, the Forestry Commission and the Environmental Training Organization. He became the first Highlands & Islands Chairman for Scottish Natural Heritage in 1992.
Knowledge: Aigas is Scotland's principal environmental education provider, handling well over 4,000 school children on programs every year and serving 78 Highland schools, as well as many from further away. Schools programs are run entirely separately from all adult activities, in different places at different times of the year. 450 adults attend residential programs each year at Aigas and a further number on external programs in the islands and overseas. Sir John has lectured throughout the world on wildlife and the environment. He is a Times columnist and the author of seven books on wildlife and his recent best seller, Song of the Rolling Earth Ð A Highland Odyssey, published in 2003 has received widespread critical acclaim. Its sequel, Nature's Child, was published early in 2004.
Innovation: Visitors from across the globe come to study at Aigas attracting leaders in the conservation community. The education and steward program has provided generations worth of nature-based experiences that live through the people that Aigas has touched.
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Oak Hammock Marsh Interpretive Centre http://www.oakhammockmarsh.ca/index.html
The Oak Hammock Marsh Interpretive Centre is a joint project of Ducks Unlimited Canada (DUC) and the Province of Manitoba - Oak Hammond Marsh. The Marsh is a 36-square km Wildlife Management Area (WMA), one of North America's birding hotspots, and strategically isolated in a remote location in the Province of Manitoba, Canada. The Interpretive Centre is a non-profit organization, with joint management by DUC and the Province. The Interpretive Centre has a volunteer Board of Directors. The Centre is home to DUC's national offices and Manitoba Conservation offices. The Interpretive Center is designed increase public awareness and knowledge of the importance of wetland ecosystems preservation throughout North America. The ultimate goal is to gain public support for their conservation. The Centre is known for its' beautiful location, variety of wildlife, ecotourism value and entertaining and educational programs. The WMA is managed by Manitoba Conservation. The Marsh features a restored prairie marsh, aspen-oak bluff, waterfowl lure crops, artesian springs, 30 kilometers of trails, observation mounds, viewing blinds, bird sighting boards, interpretative signs and outdoor activities including walking, cycling, canoeing and fishing. The WMA provides important habitat for 25 species of mammals, 296 species of birds, numerous amphibians, reptiles, and fish, and countless invertebrates.
Leadership: The Interpretive Centre was a joint effort by DUC, Manitoba Natural Resources, and the Government of Canada. Successful leadership for the project stems from a long standing relationship of the partners. In the 1930s DUC was interested in restoration of the St. Andrews Bog. The Provincial Government began acquiring marshland in the late 1960s and early '70s and in 1972 DUC and Manitoba Conservation began marsh restoration. In 1989, the Manitoba Naturalists Society, in co-operation with the World Wildlife Fund and the Provincial Government, added 332 hectares of undisturbed, endangered native tall-grass prairie to the WMA. Long standing cooperation between organizations. In 2008, Jeffrey W. Nelson was appointed to the position of executive vice-president of DUC. He oversees 450 staff members located in offices across Canada, fosters strong relations with DUC's 176,000 supporters and guides the activities of 8,000 volunteers who hold over 585 fundraising events annually in support of DUC's conservation programs. Oak Hammock Marsh, a Manitoba Heritage Marsh, effectively integrates wetland and wildlife conservation objectives with goals of fostering environmental awareness and education. The Interpretative and Conservation Centre is a model in innovative site stewardship and best practice, and perhaps securing the international tourism award for best environmental experience attests to the environmental success of Oak Hammock Marsh. The centre was awarded the prestigious British Airways Tourism for Tomorrow Award in 2002, which recognizes and identifies the centre as a leader in eco-tourism practice which is sustainable and respectful of the environment
Investment: Investment is both financial and human from many types of fundraising, visitor gate fees to on-line auction to corporate donations. Endowment is unknown. Visitors are made aware of the importance of their contribution both financially and through volunteer efforts.
Knowledge: 200,000 visitors annually. Centre offers interactive, hands-on, curriculum based programs for all ages and provides educators with student programs, workshops, wetland kits, water testing equipment and science fair/outdoor competitions. Programs visit school and youth groups.
Innovation: Oak Hammock Marsh effectively integrates wetland and wildlife conservation objectives with goals of fostering environmental awareness and education. The Interpretative and Conservation Centre is a model in innovative site stewardship and best practice, and perhaps securing the international tourism award for best environmental experience attests to the environmental success of Oak Hammock Marsh. The centre was awarded the prestigious British Airways Tourism for Tomorrow Award in 2002, which recognizes and identifies the centre as a leader in eco-tourism practice which is sustainable and respectful of the environment.
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Agriturismo Piedmont http://en.agriturismo.it/piedmont/index.jsp
Use the website to find the perfect vacation spot in Italy based on its agricultural qualities.
Investment: The type of investment in developing this local cuisine and lodging initiative has benefited many others in the community. By having a restaurant that features local foods, many local growers have been able to expand their business and offerings. In addition this increased exposure to local foods has caused people to want to purchase locally grown foods to prepare and serve at their homes other nights of the week when they are not out to dinner. By having lodging in a rural part of the Piedmont region, visitors to the area are inclined to extend their stay and spend additional money in the rural communities visiting historic sites and Olympic facilities; and purchasing locally made gifts to bring back home. So, a relatively small investment made in developing the facility has had a leverage or multiplier effect throughout the rural community and that portion of the Piedmont region.
Innovation: Look at the Italian approach to local and authentic cuisine and lodging on farms in general and cases in Piedmont in particular including Cascina Timoteo - an ancient farmhouse dating back to the 17th century, immersed in the green hills of the lower Pellice Valley, one of the venues for the Turin 2006 Olympic Winter Games, and one of the twelve Languedoc Valleys in Italy. In an exclusive, reserved environment, you can enjoy typical traditional dishes of the region accompanied by the finest Piedmont wines. Offering welcoming rooms, swimming pool and sauna, the Cascina Timoteo offers relaxing breaks and the possibility of hiking and mountain-bike excursions.
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Cabot Trail Working Association Nova Scotia http://www.cabottrail.travel/
The Cabot Trail website provides information about Nova Scotia's history, attractions, accommodations, packages, and information on how to plan a trip to the Cabot Trail.
Leadership: The Cabot Trail is one of about a dozen driving tours available in the Province of Nova Scotia. All are organized and have consistent offerings for travelers, from literature and brochures to accommodations and local culture. The Cabot Trail and the entire Province of Nova Scotia are a "poster child" for tourism done well and done right. Stakeholders throughout the region "rally round" Nova Scotia tourism and encourage visitors to take advantage of all that the region has to offer.
Investment: The Provincial government and the individual stakeholders who benefit from the tourist economy support the Cabot Trail and other Nova Scotia scenic driving trails.
Knowledge: Early Adopters
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