BENCHMARK ASSESSMENT FOR THE · study actually was able to provide five direct benchmarks). The...

BENCHMARK ASSESSMENT

FOR THE

Calusa Nature Center & Planetarium

Fort Myers, Florida

PREPARED BY: Regional Economic Research Institute

College of Business Florida Gulf Coast University

10501 FGCU Blvd, S., Fort Myers, FL 33965-6565

Phone: 239 590-7319 E-mail: [email protected]

mailto:[email protected]�

239-590-7300 SUNCOM: 731-7300 FAX: 239-590-7330 http://www.fgcu.edu/cob 10501 FGCU Blvd. South Fort Myers, Florida 33965-6565

i

PREFACE

BENCHMARK ASSESSMENT FOR THE CALUSA NATURE CENTER & PLANETARIUM

FORT MYERS, FL

This report is a benchmark assessment for the Calusa Nature Center & Planetarium in Fort

Myers, Florida. The study included a review of the American Association of Museums (AAM)

national benchmark survey information, five specific regional benchmark assessments of similar

facilities, nine in-depth interviews with key community (stakeholder) informants to capture their

observations and opinions regarding the role of the Calusa Nature Center & Planetarium, a Board of

Directors Survey, and estimates of the Lee County economic impact of the Center.

The project was administered by Florida Gulf Coast University (FGCU), Regional Economic

Research Institute. It is hoped that the benchmark analysis and key informant information provided

by this study will help the Calusa Nature Center & Planetarium Board and Staff develop and

implement a strategic business plan for the Center.

Dr. Gary Jackson Director Regional Economic Research Institute College of Business Florida Gulf Coast University

Calusa Nature Center & Planetarium Benchmark Study

FGCU/RERI Page ii

Table of Contents PREFACE .............................................................................................................................................. i RESEARCH TEAM .............................................................................................................................. vi EXECUTIVE SUMMARY .................................................................................................................... vii

National Benchmark Analysis .......................................................................................................... viii Comparative Benchmark Analysis .................................................................................................... ix

Key Informant Interviews .................................................................................................................. xiii Community Economic Impact .......................................................................................................... xv

Critical Risks and Challenges ......................................................................................................... xvi Recommendations and Action Plans .............................................................................................. xvi

1.0 CALUSA NATURE CENTER & PLANETARIUM ............................................................................ 1

Calusa Nature Center & Planetarium History ..................................................................................... 1

Calusa Nature Center & Planetarium Financial Summary ................................................................. 3

2.0 METHODOLOGY ........................................................................................................................... 8

Pre-Planning and Economic Background Analysis ............................................................................ 8

National Benchmark Analysis ............................................................................................................ 9

Comparative Benchmark Analysis ..................................................................................................... 9

Key Informant Analysis .................................................................................................................... 10

Board of Directors Survey ................................................................................................................ 12

Board Visioning Retreat ................................................................................................................... 13

Community Economic Impact Analysis ............................................................................................ 13

Critical Risks and Challenges .......................................................................................................... 13

3.0 STUDY FINDINGS ........................................................................................................................ 14

3.1 National Benchmark Analysis .................................................................................................... 14

Governance .................................................................................................................................. 16

Separately-Incorporated Support Organizations ........................................................................... 17

Staffing .......................................................................................................................................... 17

Attendance .................................................................................................................................... 19

Income .......................................................................................................................................... 20

Expenses ...................................................................................................................................... 20

Funding Sources of Operating Income ......................................................................................... 21

Endowments and Other Investment Revenue ............................................................................... 24

Admissions and Memberships ...................................................................................................... 25

Expenses ...................................................................................................................................... 26


FGCU/RERI Page iii

Personnel Expenses ..................................................................................................................... 27

Collection Care Expenses ............................................................................................................. 28

Marketing, Education, and Security .............................................................................................. 28

Capital Expenditures ..................................................................................................................... 29

3.2 Comparative Benchmark Analysis ............................................................................................. 30

South Florida Museum - Bradenton, FL ........................................................................................ 31

Six Mile Cypress Slough Preserve - Fort Myers, FL ..................................................................... 41

South Florida Science Museum - West Palm Beach, FL .............................................................. 52

Conservancy of Southwest Florida - Naples, Fl ............................................................................ 59

Rookery Bay National Estuarine Research Preserve - Naples, FL ............................................... 77

3.3 Key Informant Analysis .............................................................................................................. 87

Key Informant Interviews ............................................................................................................... 87

Board of Director’s Survey ............................................................................................................ 99

3.4 Community Economic Impact .................................................................................................. 103

4.0 CRITICAL RISKS AND CHALLENGES ...................................................................................... 105

REFERENCES ................................................................................................................................. 109

APPENDIX A:COMPARATIVE BENCHMARK INTERVIEW QUESTIONS ....................................... 111

APPENDIX B: KEY INFORMANT INTERVIEW QUESTIONS .......................................................... 114

APPENDIX C: CALUSA BOARD SURVEY....................................................................................... 116

APPENDIX D: 2010 STRATEGIC VISIONING SESSION................................................................. 117


FGCU/RERI Page iv

TABLE OF EXHIBITS

Tables DESCRIPTION PAGE # 1.1 Calusa Nature Center & Planetarium: Financial Summary 4 1.2 Calusa Nature Center & Planetarium: Revenue 4 1.3 Calusa Nature Center & Planetarium: Expenses 5 1.4 Calusa Nature Center & Planetarium: FY10-11 Major Event

Revenue, Expenses, and Income 8

3.1 AAM Survey: Operating Expenses by Museum Type in 2007 17 3.2 AAM Survey: Paid Staff by Museum Type 19 3.3 AAM Survey: Seasonal Staff and Volunteers by Museum Type 20 3.4 AAM Survey: Attendance by Museum Type 21 3.5 AAM Survey: Operating Expense by Museum Type 22 3.6 AAM Survey: Non-Operating Expense by Museum Type 22 3.7 AAM Survey: Funding Sources by Museum Type 23 3.8 AAM Survey: Government Funding 24 3.9 AAM Survey: Contributed Revenue 24

3.10 AAM Survey: Earned Revenue 25 3.11 AAM Survey: Admission Price 26 3.12 AAM Survey: Membership Numbers and Average Dues

Collected 27

3.13 AAM Survey: Median Expense Levels and Percent of Operating Expense by Museum Type

28

3.14 AAM Survey: Median Personnel Expense Levels and Percent of Operating Expense by Museum Type

29

3.15 South Florida Museum: Expenditures Year Ended December 31, 2010

37

3.16 South Florida Museum: Bishop Planetarium Schedule 40 3.17 South Florida Museum: Bishop Planetarium Schedule

Continued 40

3.18 South Florida Science Museum: Marvin Dekelboum Planetarium Shows

58

3.19 South Florida Science Museum: Laser Concert Shows 59 3.20 The Conservancy of SW Florida: Explorations,

Cruises, Walks, and Expeditions 65

3.21 The Conservancy of SW Florida: Special Events

66

3.22 The Conservancy of SW Florida: Youth Programs

67


FGCU/RERI Page v

TABLE OF EXHIBITS

Tables DESCRIPTION PAGE # 3.23 The Conservancy of SW Florida: Membership Levels

74

3.24 The Conservancy of SW Florida: Financials 2009-2010

76

3.25 Overall Community Economic Impact of Center on Lee County

104

TABLE OF EXHIBITS

Figures DESCRIPTION PAGE # 1 Calusa Nature Center & Planetarium: FY10-11 Revenue 6 2 Calusa Nature Center & Planetarium: FY10-11 Expenses 7 3 Calusa Nature Center & Planetarium: Monthly Attendance 8 4 Six Mile Cypress Slough Preserve: Board Walk/Nature Trails 44 5 Six Mile Cypress Slough Preserve: Interpretive Center 45 6 Six Mile Cypress Slough Preserve: Programs, Dates, and

Times 49

7 South Florida Science Museum: Floor Plan 55 8 Conservancy of SW Florida: Nature Center 63 9 Conservancy of SW Florida: Organizational Chart 70

10 Conservancy of SW Florida: New Nature Center 75 11 Rookery Bay: Environmental Learning Center 79 12 Rookery Bay: Snail Trail Map 80 13 Rookery Bay: Organizational Chart 85 14 Rookery Bay: Visitor Survey Questions

86


FGCU/RERI Page vi

RESEARCH TEAM Regional Economic Research Institute (RERI) is part of the College of Business at Florida Gulf Coast University, and collaborates with business and local and regional governments to develop regional models and studies. Dr. Gary Jackson (Project Director) is currently the Director of the Regional Economic Research Institute at Florida Gulf Coast University. Dr. Jackson’s specialty area is economic analysis and he has conducted extensive research and analysis of numerous industries and organizations. Dr. Jackson earned his Ph.D. in Economics from University of Massachusetts, served as an economics faculty member for the University of Tennessee at Chattanooga, and is an assistant professor of economics at the Lutgert College of Business at Florida Gulf Coast University. He also has over 23 years experience with the Tennessee Valley Authority in a number of capacities with experience ranging from market analysis and policy, economic forecasting, energy policy, trading and options, to planning and strategic development. Dr. Arthur Rubens (Project Co-Director) is a Professor of Management in the College of Business and former Director of Sponsored Projects and Programs in the College of Business, Center for Leadership and Innovation, at Florida Gulf Coast University. Dr. Ruben's teaching areas are in international management, leadership, strategy and negotiation. His research interests are in leadership and ethics, strategy, international management, management education, economic development, entrepreneurship, and quality management. Dr. Rubens has over 25 years experience as an educator, administrator and consultant having worked with both public and private organizations. Dr. Rubens is experienced in qualitative and quantitative research methods, strategic planning, and quality improvement techniques and practices.


FGCU/RERI Page vii

EXECUTIVE SUMMARY

In November 2011, the Calusa Nature Center & Planetarium approved a benchmarking study

by the Regional Economic Research Institute of Florida Gulf Coast University. The Study for the

Nature Center was completed in January, 2012, and included several defined tasks:

National Benchmark Analysis;

Comparative Benchmark Analysis;

Key Informant Interviews; and

Community Economic Impact

A national benchmark analysis using 2008 survey information from the American Association

of Museums was completed. The survey is well-established and provides useful benchmark

information on organizational structure, staffing, attendance, types and amount of income, expenses,

and support organizations for a large number of organizations on a national level.

The comparative benchmark analysis identified information on area-specific nature centers,

science centers with planetariums, and natural history museums regarding their history,

organizational structure, staffing, attendance, income, expenses, and support organizations. The

study included a review of available Internet information on the organizations and interviews with

managers to better understand their mission and focus, organizations, fundraising events, their

operations, programs, and future plans.

Key informant interviews of select local leaders with knowledge of nature centers, museums,

and tourism were conducted to provide additional information on the perceptions, strengths, barriers

and opportunities facing the Calusa Nature Center & Planetarium.


FGCU/RERI Page viii

An economic impact analysis of the Calusa Nature Center & Planetarium was completed to

determine its overall economic impact on expenditures and employment on Lee County.

The agreement specified a total of three to five comparable benchmarks of similar facilities

including nature centers, museums, and science centers with planetariums would be completed (the

study actually was able to provide five direct benchmarks). The university agreed to conduct a

minimum of eight interviews with key informants who were selected with input from the Calusa Nature

Center (nine interviews were completed). The key results of the study are presented below:

National Benchmark Analysis The 2008 American Association of Museums (AAM) survey found that one-half (47 percent) of

the natural history/anthropology museums are governed by private, nonprofit organizations and the other half (47 percent) are under some type of government management. The remainder were dual or for-profit organizations. Science/technology center/museums are primarily governed as private nonprofit (84 percent), with government controlling only 12 percent of the centers.

Organizationally, natural history/anthropology museums responding to the 2008 AAM survey

have a median staffing level of six full-time employees, seven part-time employees, and 90 volunteers. In addition, the museums generally add staff during the high season periods. Science/technology center/museums had a median staffing level of 44 full-time employees, 54 part-time employees, and 417 volunteers.

The 2008 AAM survey reported median paid attendance of 80,579 for natural history/

anthropology museums. The median free attendance was 21,697, and school group attendance was 8,937. Science/technology center/museums had a median paid attendance of 234,195. The median free attendance was 19,241 and school group median attendance was 58,556.

The operating income for all museums in the survey varied considerably from $74,000 to $12.8 million; however, the median operating income was $1.2 million. The median operating income for natural history/anthropology museums was $3.2 million and for science/technology center/museums was $7.9 million.

Average funding sources for natural history/anthropology museums based on the AAM survey are 31 percent from earned income; 38 percent from private income (donations); 24 percent from government funding; and 6 percent from investment income. Science/technology center/museums average funding sources are 49 percent earned income, 29 percent from


FGCU/RERI Page ix

private income (donations); 19 percent from government sources; and 3 percent from investment income.

A parent organization existed for 66 percent of natural history/anthropology museums. The typical parent organization was a college or university. Science/technology center/museums had fewer parent organizations (only 16 percent).

Comparative Benchmark Analysis Interviews were conducted and data was obtained directly from five comparable Florida

museums and preserves that had a natural history or science focus to serve as benchmarks to the Calusa Nature Center & Planetarium. These included:

1. South Florida Museum, Bradenton; 2. Six Mile Cypress Slough Preserve, Fort Myers; 3. South Florida Science Museum, West Palm Beach; 4. Conservancy of Southwest Florida, Naples; and 5. Rookery Bay National Estuarine Research Reserve, Naples.

Ownership of benchmark comparisons included three private non-profits, one county-

managed preserve, and one State/Federal-managed reserve. Two of the benchmarks included a planetarium.

• There was a strong visitor and member focus among the benchmarked organizations. This

included up-to-date websites with times, events, and prices. Most offered a variety of movies or planetarium shows every two hours. Visitors and members were surveyed to provide feedback and some feedback was used to market the center, museum, or preserve. Communication with the membership base and visitors was very important, with several sending out electronic messages each week and using the social media.

• The benchmarked organizations indicated that it is important to have an experienced CEO and a strong, diverse board of directors. Staffing was a critical concern since the centers and museums operated six or seven days a week. Most utilized full-time and part-time employees and had strong volunteer programs with an emphasis on training and retention.

• Overall, it was found that the benchmarks had linkages and connections to the local educational centers, K-12, and colleges and universities. Several of the benchmarks had formal internship programs. Although attendance by primary and secondary students had decreased over the recession years, the benchmark centers had generally increased their outreach to go to schools to provide education. While formal connection with local STEM programs was limited, there did appear to be a strong recognition among the benchmarks to establish arrangements to be formally linked to their local educational STEM programs in the future.


FGCU/RERI Page x

• Most had a strategic and business plan that establishes their objectives, action plans, and

budgets. Succession planning and training of staff were a key part of the operations. The board of directors set strategy and reviewed operational milestones, measures, and monthly budget.

• Although it varied among the benchmarks, most had some form of marketing plan. In addition, most of the benchmarks had strong ties to networking with key individuals either in the community or in their specific network.

The Key Findings of the Comparative Benchmark Analysis includes:

Create a customer focus, providing a great experience for visitors and members;

Show a variety of shows in the planetarium and offer them five or six times a day;

A website and Facebook are critical to providing visitors and members with

information about operation times, programs, directions, events, and costs.

Obtain visitor and member feedback using surveys;

Communicate regularly with members and visitors;

Hire an experienced president and CEO to run the Nature Center or museum;

Use traveling exhibits that change quarterly to refresh the museum. Art exhibits

were often an important part of the traveling exhibits including a "meet the artist"

event tied to a corporate sponsor;

Develop a flexible strategic plan and tie it to the annual operational plan and budget;

Create operational and strategic milestones and measure the progress toward them;

Build a strong board of directors with a broad range of talents and backgrounds;

Create a special membership group for young professionals as a way to engage

them and identify new board members;

Create board of director committees such as advocacy, communications,

finance/audit, strategic planning, fundraising, governance, and program/education.

Review strategic progress, major issues and concerns, and the financial plan at

monthly board meetings;

Create a marketing plan for the center that focuses on its education mission

including STEM training;


FGCU/RERI Page xi

Engage school systems and home-schooled children by offering programs for

children at various age groups. One center engaged the Boy and Girl Scouting

organizations;

Create a stable, trained volunteer group and recognize the volunteers for their

contributions. Require introductory training and mentoring. One benchmark center

continues to mentor tour guides for a year to cover the change of plants and animals

on the trails through different seasons;

Create a support or friends group that can help to engage the public, provide

volunteers, greet visitors, spot animals on the trail, run the gift shop, and assist with

education programs;

Engage corporate memberships including in-kind donations such as maintaining the

website One museum was able to get Florida Power & Light to provide assistance

with a major energy makeover;

Build a reserve and endowment;

Apply on grants to serve special and underserved populations;

Provide signage to make nature trails interesting and to describe the plants and

animals. Place question and answer boards along the trails to teach all ages about

nature and the trail. Several benchmark organization offered online maps and

nature tour guides.

Offer classes on a wide variety of topics, including field trips to interesting locations

in the area served;

Provide nature presentations to clubs and organizations. Some museums charge a

fee for the presentations; and

Rent center facilities for corporate events, birthdays, and wedding receptions.


FGCU/RERI Page xii

Benchmark Measures by Source

Measure

2008 AAM Survey Median Values 1

South Florida Museum (Includes Planetarium)

Six Mile Cypress Slough Preserve

South Florida Science Museum (Includes Planetarium)

Conservancy of Southwest Florida

Rookery Bay National Estuarine Research Reserve

Calusa Nature Center and Planetarium

Governing Authority

47% Private/ nonprofit 47% Gov't

Private nonprofit Corp.

Lee County Parks & Recreation



State/ Federal


Staffing

Full-time 6 14 2 13 40 35 5

Part-time 7 14 4 6 10 - 1

Seasonal 15 - - - - - 0

Volunteers 90 100 100 120 500 450+ 50

Attendance Paid 80,579 55,000 136,000 120,000 100,000+ 13,444 Free 21,697 - 3,600

School 8,937 11,000 NA

Admission Adult $8 $15.95

$1-$5/vehicle $11.95 $9.00 $5.00

$10.00

Budget $3.2 million $1.8 million $422,534 $1.7 million $7.6 million $1.8 million

$412,000 Sources of Income

Private 38% 20% 6% NA 85% 4% 48% Earned 31% 45% 0% NA 15% - 52%

Government 34% 3% 94% NA - 96% - Investment 6% 22% 0% 0.10% - - - 1. AAM median results are based on the 2008 survey of Natural History/Anthropology Museums.


FGCU/RERI Page xiii

Key Informant Interviews Nine key individuals from the community were selected with input from the Nature Center to

provide feedback and recommendations for the Calusa Nature Center & Planetarium. The key informants included a county official, a county natural resource staff member, a city official, a city executive managing other museums, an executive of an historic home, a naturalist environmental professor, a prominent naturalist educator, and a county tourism director.

The key informant interviewees were generous with their time and had very defined

observations, suggestions and recommendations. All key informants interviews were guided by a set of questions asked in five major categories: Purpose/Role/competitive Services; Strategy; Tourism/Ecotourism Development; Strengths/Limitations; and Support.

There was general agreement that the Nature Center needs to define who they are. There

was not agreement on what the focus should be. Some key informants recommended that the focus should be on natural history while others suggested environmental education and science (STEM).

Most agreed that the Nature Center is not fulfilling its education role and that it needs to update trails, create partnerships, to develop a strategic plan and business plan, and create a curriculum around nature, planetarium, and science.

Organizations offering services similar to the Nature Center include Six Mile Cypress Slough Preserve, Conservancy of Southwest Florida, Imaginarium, Ding Darling National Wildlife Refuge, Rookery Bay National Estuarine Research Reserve, Franklin Locks Visitor Center, FGCU observatory, Lee County Manatee Park, Four Mile Cove Ecological Preserve, South Florida Museum (Bradenton, Fl), and Sanibel Captiva Conservation Foundation.

The top strategic issues that need to be addressed included: Vision, identity crisis; Funding, improve cash flow or make decision to close; Board's role as governance and not management; Need strong experienced executive director; Need facility maintenance and improvement plan; New exhibits; Stop duplicating services offered by Clinic for the Rehabilitation of Wildlife (CROW); Need better signage; Create ties with other organizations such as Edison Ford Estates, Imaginarium, Captiva

Cruises, and hoteliers; Need a support group such as "Friends of Calusa Nature Center & Planetarium;" and


FGCU/RERI Page xiv

Improve public relations, develop feedback system, and stay in touch with customers. Tourism and ecotourism development recommendations included:

Tie nature and science education to STEM; Use destination marketing to tie with other attractions and join coupon program; Build in structured visits from second graders; Could be part of trolley tour of Fort Myers; Partner with other centers and tourism attractions; Connect with social media and provide updates; and Attend Convention & Visitors Bureau monthly meetings.

Strengths

Location and little debt; Focus on nature; History/legacy/great name; Planetarium; Regular events; and Political climate favorable to nature.

Limitations

Lack of sustained funding; Need to promote Nature Center; No endowment; Limited staffing; Lack of leadership; High staff turnover; No strategic plan; and Ineffective volunteer program;

Support

Partner with other attractions, hoteliers, Junior League, education systems, convention bureau, FGCU, Edison State, Hodges, Lee County School System; City of Fort Myers, and Lee county;

Develop sponsorships by business community; Develop grant proposals; Should consider mergers and partnerships with other organizations; and Environmental internships.

Key Initiatives that the Calusa Nature Center & Planetarium should undertake

Complete FGCU study; Hire experienced CEO; Finish strategic plan; Create a private nonprofit support organization; Feedback/comment survey; Hire fundraising consultant; New events but don't neglect old ones;


FGCU/RERI Page xv

Work with other local attractions; Re-engage past volunteers and donors Membership drive; NSF grant to link technology and education; and Must get word out about Nature Center. Work with media.

Community Economic Impact An overall community economic impact was conducted for the Calusa Nature Center &

Planetarium using the economic modeling tool, IMPLAN, Professional version 3.0® (IMPLAN in the most widely used modeling tool in the U.S.). Specifically, IMPLAN looked at the direct effects on expenditures and employment on the Nature Center and the indirect effects on creating additional demands for output and employment by other local firms that would supply the Nature Center and its visitors with services and output. In addition, IMPLAN measured induced economic effects created by the income expenditures of the employees of the Nature Center and their suppliers for items such as housing and other consumption items (the modeling assumes that the employees are hired at the start of the respective years and will be working and living in Lee County).

The overall direct effects of the Nature Center (expenditures and employment) with annual

operating expenses of $411,812 for FY10-11 yields a direct effect on employment of 5.2. The indirect effects (additional output from doing business with the Nature Center) are estimated to be $139,373 and 1.0 additional employee. The additional induced impact of Nature Center expenditures is $154,679 and an additional 1.3 employees. Total overall community impact of the Nature Center is estimated to be $705,864 and 7.5 employees. The overall economic impact of the Nature Center could be substantially larger if it is able to approach the median expenditure and employment levels of the centers and museums responding to the 2008 AAM survey.

Overall Community Economic Impact

Lee County

Measure Direct Indirect Induced Total Output (2011) $411,812 $139,373 $154,679 $705,864 Employment 5.2 1 1.3 7.5


FGCU/RERI Page xvi

Critical Risks and Challenges

• A critical challenge to the Center is not only developing a shared vision for the Center, but hiring a qualified, experienced professional who can guide the Center and engage the board of directors. Equally important is developing policies and procedures for the Center to operate under a sound, sustainable business model.

• Critical to the success of the Center is image and marketing. A critical challenge is not only changing past perceptions and attitudes towards the Center, but also educating the public and private community about the value of the Center and the many services it provides.

• The Center must continually work to create additional value for the visitors, members, staff, and volunteers. In addition, the Center must develop a means to assess and evaluate the experience of visitors to the Center such as designing and administering a feedback survey which could be used to not only gauge the visitor’s experience but also to generate new ideas.

• Critical for the Center is to maintain an up-to-date website and social media program that provides important information on events, exhibits, show times, and prices. The Center should have a proactive weekly or monthly newsletter that is regularly sent to visitors, members, and partners outlining the exciting events and displays at the Center.

• Similarly, critical to the success of the Center is networking and recruiting partners and sponsors for the Center. These stakeholders, both public and private, are key to the future success of the Center.

• Securing financial support will be a critical challenge of the Center. A large, multiple-year

bequeath ended in 2011. Partnership agreements, community support, endowments and grants from public and private organizations and businesses is critical to the future success and viability of the Center.

Recommendations and Action Plans The findings of the analysis of the Calusa Nature Center & Planetarium indicate that the

Calusa Nature Center is confronted with significant financial and organizational challenges as it looks

to the future. Financially, the Nature Center is in a difficult financial situation with limited funding

expected next year with the end of a multiyear bequeath, which has sustained the Center for several

years. Organizationally, leadership changes over the last few years have hurt the Center. The

executive director resigned last June and the interim executive director will resign the end of January


FGCU/RERI Page xvii

2012. Coupled with the lack of continuity of leadership, the Nature Center lost several staff members

during 2011. In addition, the Nature Center at this time lacks a strategic and business plan to guide it

in the future. A visioning session was held on September 24, 2010, (see Appendix D), to create a

vision, mission, and begin the strategic planning process, which was never completed. All of these

events coming together present very significant challenges for the Nature Center to not only grow but

to sustain itself in the future.

Recommendations Critical to the success of the Nature Center reaching a positive cash flow is the development of

an “ACTION PLAN.” The action plan is based on recommendation of specific action items (activities)

that should be conducted for the development of the Center. However, there are several underlying

premises that must be considered.

1) This study should be viewed as a foundation document for the key stakeholders and a starting

point with which to begin.

2) Time is a critical factor in implementing an action plan. Fort Myers and the region have

experienced an economic downturn, thus operating in this type of market requires a very

strategic and determined growth strategy. Actions to improve overall experience of visitors

(including students and teachers) and members at the Center will be critical to its success.

3) Consensus, strategic focus and vision are critical for the success of the Nature Center and the

key stakeholders must maintain an openness and flexibility as they develop the strategies and

decisions to develop and guide the Nature Center in the future.


FGCU/RERI Page xviii

Action Plans (Action Plans are immediate short term goals): Gather together a group of key stakeholders from the Center's board, city, and county to

discuss findings of study and steps that can be taken to ensure financial viability of the Center.

All options should be reviewed and placed on the table in this session. One of the primary

purposes of this session would be to identify a “strategic partner” who could support and help

the Nature Center.

Through stakeholders, key informants, and national associations, develop strategies for

bringing in a qualified, experienced leader into the organization; this is imperative and this

leader should be from outside the organization or as part of a new cooperative strategic

partnership.

With new leadership in place, develop both short and long-term strategic plans for the Center,

including vision, mission, strategies, business plan, and asset plans.

Establish partnerships and collaborations with private and/or public facilities.

Work on ways to link with STEM programs in public and private education in the region.

Re-establish relationship with old donors and develop methods to reach new donors.

Re-establish relationship with old volunteers and develop methods to reach new volunteers;

create a rewarding volunteer program that will identify, train, reward, and retain volunteers with

a high retention rate that will serve for multiple years.

Start improving the infrastructure of Center.


FGCU/RERI Page xix

Summary

This study was designed to provide the Calusa Nature Center & Planetarium Board of

Directors and the interim executive director and staff with a benchmark analysis and key informant

interviews to provide a foundation for development of a new strategic plan. Through its research, this

study has highlighted that there are opportunities to increase attendance, funding, staffing,

volunteers, and planetarium usage, as well as ways to develop new exhibits, enhance the trails,

sustain and create new events, and re-engage donors and supporters. Economic times have been

difficult and subsequently, donations have been reduced. The Nature Center needs a strategic

partner to help it through these difficult times. This study found that 66 percent of natural

history/anthropology museums have a parent organization that helps to support the museum with

financial and in-kind assistance and the typical parent organization is a college or university.

Potential partners could be Edison State College, Hodges University, Florida Gulf Coast University,

the City of Fort Myers with its museum system, Lee County with its Parks and Recreation system, the

Lee County School System with its education mandate and emphasis on science and STEM, or other

regional organizations such as the Conservancy of Southwest Florida.


FGCU/RERI Page 1

1.0 CALUSA NATURE CENTER & PLANETARIUM

The Calusa Nature Center & Planetarium is a private, 501(C)3 not-for-profit

environmental education organization located in Fort Myers, Florida. The 105-acre site

has a museum, three nature trails, a 90-seat Planetarium, butterfly and bird aviaries, a

gift shop and meeting and picnic areas.

Calusa Nature Center & Planetarium History

The Center's history began in the early 1960s with the formation of a local

chapter of the Junior Welfare League which was a group of active young women

supporting public service projects. The Junior Welfare League voted to establish a

museum as a long term project. Initially, the group decided to undertake a highly visible

suitcase museum that would travel from school to school as a way to enhance

fundraising. The Junior League completed a study and decided that there was a need

for a natural history museum and planetarium. The League had several haunted-house

fundraising events in the late 1960s and the Junior Museum and Planetarium of Lee

County was incorporated on June 18, 1970. In conjunction with the Junior League

efforts, there was a movement by the Superintendent of Lee County Schools and the


FGCU/RERI Page 2

Environmental Education program to establish a site for environmental and science

education in the county. The momentum of both of the groups resulted in this force to

create the Center. In 1972, the City of Fort Myers granted a lease of 105 acres of the

city's well field to the Junior Museum and Planetarium of Lee County. Plans and funds

for the Center were raised over the next five years and the first building was completed

in 1977. The Iona House, a former 1,200 square foot church building, was donated to

the Center during the late 1970s and moved to the current Center site. The Center

worked to build membership through a variety of events and offering wildlife art prints as

an incentive to join.

In 1980 the Center's Board faced a financial crisis and would have had to shut

down if additional funding were not obtained. The haunted-walk project was successful

in providing the funds to keep the Center open. Additional fund-raising events were

established including a Valentine's Day Party, Ground Hog Day, and Spring Fling. The

Center developed a volunteer program and manual and were able to get volunteer

veterinarians. The Audubon Aviary was completed in the early 1980s. An educational

facilities grant was awarded in 1982 to construct the second phase of the museum

building and planetarium. The overall museum has about 2,100 square feet of exhibit

space and offices. The nature trails were improved and the planetarium opened in

1986. In 1989, a cement-lined pond was constructed between the museum and

planetarium to house the alligator exhibit. In 1993, the Center's name was changed to

Calusa Nature Center & Planetarium.

A butterfly aviary and native plant nursery were added in 2003. The haunted-

walk event was eliminated in 2004 but was revived several years later as a major


FGCU/RERI Page 3

fundraising event. Many of the existing exhibits were refurbished and new ones added,

including a manatee exhibit and several large saltwater aquariums. A 1,000 gallon

Estuary Touch Tank was added in 2008 and a new full-dome projection system,

MediaGlobe, was added to the 90-seat planetarium in 2010.

The Center was considering a major expansion and renewal in 2004 and hired

BIOS, Inc., to create a world-class design. The exhibit concept was to follow the flow of

water through the habitats of the entire Caloosahatchee River Watershed. The plan

included exhibits, galleries, and immersion habitats for pine flatwoods, dry prairie,

cypress swamp, hardwood hammock, freshwater marsh, bayhead, saltwater march,

mangrove, grass flats/bay, and barrier islands. The overall capital costs were

estimated at $22 million with annual operating costs of $3.5 million per year. An initial

construction phase was to designed to renovate the planetarium, create a welcome

center, a freshwater marsh gallery and immersion habitat, and infrastructure

improvements. The plan was never implemented and the Center continues to struggle

with loss of staff and limited funding following the worst recession since the great

recession. Currently, there is an interim director and several unfilled positions as the

Center struggles with its finances and plans for the future.

Calusa Nature Center & Planetarium Financial Summary

Table 1.1 provides a summary of the Center's financials for the last four years.

There are several trends shown by the financial table. Total revenue shows

considerable volatility from almost $1 million in FY 07-08 to $357,670 in FY 08-09.

Expenses have steadily fallen and as a result of efforts to reduce expenditures, turnover


FGCU/RERI Page 4

of staff, and delays in maintenance expenditures. The efforts to reduce expenses and

staff may have significant impacts on the long-term viability of the Center. A significant

part of the revenue has been made by a multi-year Trust grant which ends in FY10-11.

Without the revenues of the Trust, there are significant financial challenges for the

Center in FY 2012.

Table 1.1. Calusa Nature Center & Planetarium Financial Summary

Year FY 07-08 FY 08-09 FY 09-10 FY 10-11 Total Revenue $973,889 $357,670 $472,615 $615,739 Total Expense $719,214 $631,012 $506,307 $411,812 Total Loss/Gain $254,675 -$273,342 -$33,692 $203,927

In the area of contributions, gifts, and grants, there has been a great deal of

variance over the last four years, as shown in Table 1.2. However, Program Service

revenues have been fairly stable from a low of $193,000 to a high of $232,000. Other

revenue has varied as well, from $75,000 to $137,000 over the last four years.

Table 1.2 Calusa Nature Center & Planetarium Revenue

Year FY 07-08 FY 08-09 FY 09-10 FY 10-11 Total Contributions, Gifts, & Grants $617,972 $59,665 $139,475 $295,346 Program Service Revenues $218,623 $193,001 $192,850 $232,040 Other Revenue $137,294 $105,004 $140,290 $75,711 Total Revenue $973,889 $357,670 $472,615 $603,097

Expenses are shown in Table 1.3 and have principally been driven by

salaries and benefits and program expenses. The trend has been for salaries and

benefits to fall from a high of $349,000 in FY 07-08 to $201,441 in FY 10-11, due largely

to turnover of staff. Other expenses have also fallen from $371,000 to $210,000.


FGCU/RERI Page 5

Table 1.3

Calusa Nature Center & Planetarium Expenses Year FY 07-08 FY 08-09 FY 09-10 FY 10-11 Salaries and Benefits $348,561 $302,182 $219,460 $201,441 Other Expense $370,653 $328,830 $286,847 $210,371 Total Expense $719,214 $631,012 $506,307 $411,812

The current balance sheet for the year ending September 30, 2011, showed total

assets of $451,000, total liabilities of $100,050, and total equity of $350,818. The

assets are in the form of exhibits, buildings, and nature trails. The City of Fort Myers

has supported the Center by providing the 105-acre site that includes a large area of

wetlands for $1/year for 99 years.

Figure 1

Calusa Nature Center & Planetarium FY10-11 Revenue

$177,000

$118,404$102,091

$75,711

$46,828$29,410

$21,795 $15,801 $14,576 $9,211 $3,700 $1,212$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

Dolla

rs

Calusa Nature CenterFY 10-11 Revenue $615,740


FGCU/RERI Page 6

The financial information for the Center for FY10-11 is shown in Figure 1. The

Center had revenues of $616,000 with almost $300,000 in Grants and Donations.

Admissions, event income and memberships generated most of the additional revenue.

Figure 2

Calusa Nature Center & Planetarium FY10-11 Expenses

Expenses for FY10-11 are shown in Figure 2. Salaries and Benefits are the

largest expense at $201,000. This reflects vacancies and unfilled positions at the

Center.

$201,441

$55,765$42,360$38,254

$17,068$16,299$10,526 $8,348 $6,415 $6,036 $5,206 $3,389 $705

$0

$50,000

$100,000

$150,000

$200,000

$250,000

Dolla

rs

Calusa Nature CenterFY 10-11 Expenses $411,812


FGCU/RERI Page 7

Figure 3 Calusa Nature Center & Planetarium Monthly Attendance

The Center has had annual attendance of approximately 22,000 per year. The

seasonal pattern is shown in Figure 3 with peak attendance months in February, March,

and October. However, the trend for 2011 through June has been 20 percent under last

year's attendance.

Table 1.4 Calusa Nature Center & Planetarium

FY10-11 Major Event Revenue, Expense and Income Year Revenue Expense Income Friendly Forest $8,114 $970 $7,144 Haunted Walk $29,738 $2,084 $27,654 Holiday Arbor Lights $20,064 $1,646 $18,418 Spring Fling $11,465 $4,523 $6,942

The Center has numerous events throughout the year but four main events

raised approximately $60,000 in FY 10-11. These events included the Friendly Forest,

the Haunted Walk, Holiday Arbor Lights, and Spring Fling. The revenue, expenses, and

net income for the four events are shown in Table 1.4.

750

1250

1750

2250

2750

3250At

tend

ees

2009

2010

2011


FGCU/RERI Page 8

2.0 METHODOLOGY The Benchmark Study for the Calusa Nature Center & Planetarium was conducted

from November 15, 2011, to January 31, 2012. The study included several defined

tasks or steps:

Preplanning/Economic Background Analysis

National Benchmark Analysis

Comparative Benchmark Analysis

Key Informant Analysis


Critical Challenges and Opportunities

Pre-Planning and Economic Background Analysis

The study was initiated after approval to proceed with the study was given by the

Calusa Nature Center Board of Directors. Following the approval of the proposal,

several meetings were held. The initial pre-planning meeting was with the Interim

Executive Director. The purpose of this meeting was to introduce the study team to the

Interim Executive Director and outline the study plan and outcome objectives for the

project. In addition, the meeting was intended to gain insight and information about the

Calusa Nature Center & Planetarium and to discuss potential comparison organizations,

relevant issues that should be included in the key informant interviews, and

recommended names of interviewees. From this meeting, a list of potential key

informant interviewees was identified and a list of questions was developed.

Concurrently with these early meetings, the study team conducted an extensive


FGCU/RERI Page 9

literature review. This review included gathering information regarding the Calusa

Nature Center & Planetarium and its operations including budgets and past business

plans, as well as information about other nature centers, preserves, and science centers

with planetariums. Also at this time, the Board of Directors for the Center was briefed

on the project, and a number of follow-up meetings were held to gather information

about the current and future financial outlook for the Center.

National Benchmark Analysis An national benchmark analysis was conducted using survey data available from

the American Association of Museums (AAM) 2008 survey. The information was used

to develop an economic and financial profile for natural history museums and science

centers throughout the United States. Planetariums are often located with science

centers. It is important to note that the AAM survey concentrated primarily on financial

information including revenues, expenses, staffing, organizational structure, and pricing.

Comparative Benchmark Analysis Concurrent with the national benchmark analysis, a critical review of data from

similar types of organizations within the State of Florida was conducted. The

comparative organizations were selected based upon their similarity to the Calusa

Nature Center & Planetarium and their overall mission. The five facilities selected for

this study were the:

South Florida Museum (Bradenton, Florida);

Six Mile Cypress Slough Preserve (Fort Myers, Florida);

South Florida Science Museum (West Palm Beach, Florida);


FGCU/RERI Page 10

Conservancy of Southwest Florida (Naples, Florida); and

Rookery Bay National Estuarine Research Reserve (Naples, Florida).

The intent of this review was that the information and data gleaned from similar

facilities will not only provide examples of successful activities or ventures at other

centers but also help define standards of operations and criteria and/or processes that

result in positive results. The benchmark analysis included qualitative and quantitative

components. A team member interviewed a director or manager of each comparison

benchmark organization. The interview covered a defined list of questions and areas

that provided insight to the operations of the respective organization (See Appendix A-

Comparative Benchmark Analysis Interview Questions).

Key Informant Analysis In-depth interviews were conducted with nine key informants. The informants were

selected from a collaborative discussion between the team members and the interim

executive director. The interviewees were selected based upon their knowledge of the

City of Fort Myers and Lee County, business, environmental education, and their

knowledge of the Calusa Nature Center & Planetarium. Procedurally, each interviewee

was contacted by phone and sent an email informing him or her about the study and

asking him or her to participate in the interview. Following this initial contact, a

prearranged time and location was set up to conduct the interview.

The key informants including the following:

A longtime resident of Fort Myers who has instrumental in development of the

Center

County Tourism Director

City Official


FGCU/RERI Page 11

County Commissioner

University Environmental Science Educator

Director of Non-Profit historic home

Director of City owned science oriented museum

Former Director of the Center

Former Board Member

The interviews were conducted from November 14 to 19, 2011. Each interview took

approximately one hour to complete. In order to ensure continuity among the interviews

and consistency of responses, a specific set of 12 questions were used (See Appendix

B). The questions by nature were broad and the interviewer used exploratory

techniques and an open-ended format to allow for open discussion of the questions.

Specifically, the broad topics asked in the interviews included:

Purpose and Services:

What are the primary purpose and key activities of the Calusa Nature Center

& Planetarium and how are they doing in pursuit of this purpose? What are

facilities that provide similar services and programs?

Strategy:

What are the top strategic issues that need to be addressed in the immediate

future (next year) and in the next 5 – 10 years by the Center?

Tourism/Marketing/Development:

What role do you see Calusa Nature Center & Planetarium playing in the

future of the region in relationship to economic development and tourism?

Who do you see as the target market of the Center and how does the

Center need to market itself?

Strengths/Limitations

What are the major strengths of the Center and what are major limitations

and barriers of the Center to achieve its goals?


FGCU/RERI Page 12

Partners/Support

What level of support should local government provide and who do you

see as potential partners of the Center in order to accomplish their future

goals?

Recommendations/Future Directions

What key initiatives, services and activities should the Center undertake in

the future to accomplish its goals, and what future recommendations do

you have for the Center to achieve economic sustainability?

It is important to note that although twelve questions were asked, the interview

format allowed for considerable discretion. The primary objective of the interviews was

the need to capture and document consistent themes and commentary expressed by

the interviewees. For the purpose of this study, consistent is defined as attitudes, beliefs

and feelings that have been expressed by two or more persons, or can be construed

from the manner in which questions were answered.

Board of Directors Survey As part of the process of gathering information, the study team developed a short

survey for all board members to complete. Briefly, at the onset of the study, the study

FGCU team leader met with the interim executive director and members of the board to

briefly explain the study and content of the short survey and the importance of

completing it in a timely manner. The survey contained six questions related to the

purpose and vision of the Center, its current and future strategic priorities, and what

initiatives should be undertaken by Calusa Nature Center (See Appendix C).


FGCU/RERI Page 13

The interim executive director emailed the questions to the board, as well as

sending follow-up email reminders for board members to complete the survey.

Board Visioning Retreat Prior to this study, the Calusa Nature Center on September 24, 2010, had a

strategic visioning retreat. The Strategic Visioning Session was facilitated by Dr. Joe

Mezurciwich, a consultant from Cape Coral and was conducted at the Iona House. The

session was approximately 2 ½ hours in duration and 8-10 board members, as well as

the director at that time, attended the session. The findings from this retreat are

included as Appendix D.

Community Economic Impact Analysis The fourth task of the study was to conduct a quantitative analysis of the economic

impact on the community of the Calusa Nature Center & Planetarium. For this analysis,

the study team used a well-established economic model called IMPLAN® to estimate

the direct and indirect employment and income generation for Calusa Nature Center &

Planetarium. It is believed that this data will help capture the total community impact of

the Center.

Critical Risks and Challenges The final activities of the study were to synthesize the information from the study

and identify the critical risks and challenges facing Calusa Nature Center in the future.


FGCU/RERI Page 14

3.0 STUDY FINDINGS The Benchmark Assessment for the Calusa Nature Center & Planetarium is

presented in four sections:

National Benchmark Analysis;

Comparative Benchmark Analysis;

Key Informants Interviews; and


3.1 National Benchmark Analysis The American Association of Museums (AAM) surveys museums and provides

financial benchmark information on nine disciplines including Natural History/

Anthropology museums and Science/Technology Center/Museums. The latest survey

information was published in their 2009 Museum Financial Information (2008 survey)

and was obtained for use in this study. The AAM survey concentrated on detailed

financial information and not on operational questions. The purpose of the AAM survey

information is to better inform AAM about the financial and operating needs of facilities

and to allow facilities to benchmark themselves to other similar facilities. Specifically,

the survey data allows:

Museums to compare their operations to those of their peers,

The press to be better informed, and

Elected officials to better inform their public decisions.


FGCU/RERI Page 15

The 2009 AAM report states that, “Benchmarking is the process of comparing

your museum’s operations to some point of reference for the purpose of setting goals,

evaluation performance, and making decisions about whether and how to change.”

For the purposes of this study, the information from the AAM survey provides a

good overview of the financial characteristics of Natural History/Anthropology Museums

and Science/Technology Center/Museum and will serve to complement the more

detailed comparative benchmarks of the five Centers, Preserves, and Science Centers

in section 3.2.

Briefly, the AAM survey included 32 responses from Natural History/

Anthropology Museums and 25 responses from Science/Technology Centers/Museums.

Most of statistics reported will be median values to represent a typical museum/center

or the middle of the sample. A very small or very large museum or center can

significantly impact the average values but not the median. In some cases, financial

numbers were reported by percentiles to gauge the range of values. For example, the

25th percentile is the value that is greater or equal to at least 25 percent of the data from

all reporting museums/centers: 25 percent of responses fall at or below this point, 75

percent fall above.

The 2009 Museum Financial Information report states that the study allows,

"Museums to compare their operations to those of their peers, evaluate their financial

strategies and performance, and advocate for funding at the state, local and national

levels." Overall, the survey had 671 responses from museums with operating expenses

ranging from $233,716 for the 25th percentile to $4,100,248 for the 75th percentile.


FGCU/RERI Page 16

The median museum had expenses of $1,116,139. The median building size for all

respondents was 33,000 interior square feet.

The study does break down the operating expenses by type of museum and the

Calusa Nature Center and Planetarium will most likely fall into the Natural

History/Anthropology or the Science/Technology Center due to the Planetarium. The

25th percentile operating expenses for a Natural History/Anthropology Museum was

$642,429; the median operating expense level was $2,860,725; and the 75th percentile

was $9,874,631 as can be seen in Table 3.1. The science/technology centers had

much higher operating budgets with 25th percentile at $2.0 million; the median at $7.9

million, and the 75th percentile at $14.1 million.

Table 3.1 Operating Expenses by Museum Type in 2007

Museum Type 25th

Percentile Median 75th

Percentile Number of Responses

Overall $233,716 $1,116,139 $4,100,248 461 Art $857,000 $2,175,283 $5,596,658 130 Children's/Youth $1,248,146 $2,362,324 $3,999,110 14 General $256,519 $1,904,036 $5,013,098 53 Historic House/Site $100,256 $367,745 $1,288,031 49 History Museum/Historical Society $101,984 $220,000 $1,002,500 115 Living Collections $1,205,686 $3,887,991 $7,874,943 11 Natural History/Anthropology $642,429 $2,860,725 $9,874,631 20 Science/Technology Center $2,002,629 $7,885,353 $14,107,924 23 Specialized $218,993 $733,136 $1,799,628 46

Source: AAM 2009 Museum Financial Information Study, Table 2.3.

Governance Thirty-five percent of all museums have a parent organization that often provides

non-cash support (building maintenance, security, administrative services). (source

Table 4.1, AAM 2009) The most common form of parent organization is a government


FGCU/RERI Page 17

entity such as state, local, county, municipal, state college/university, or state museum.

In addition, there were some private nonprofit and for-profit parent organizations as well

as dual-parent organizations. Sixty-six percent of Natural History/Anthropology

Museums have a parent organization, which is much higher than the average of 35

percent for all museums (source Table 4.1, AAM 2009). Eighty-six percent of the parent

organizations for Natural history/Anthropology Museums were Colleges and universities

(source Table 4.2, AAM 2009).

Separately-Incorporated Support Organizations Overall, 22 percent of respondents have a separately-incorporated organization

whose primary purpose is to support the museum by providing financial support,

volunteers, and expertise (source Table 6, AAM 2009). They may be known as

auxiliaries, support groups, friends groups, or affiliate organizations. In addition, 36

percent of natural history/anthropology museums had support groups (source Table 6,

AAM 2009).

Staffing The median staffing level for all museums was seven full-time paid staff and five

part-time paid staff, as shown in Table 3.2. That is the full-time equivalent of 9.5

employees. The 25th percentile staffing level for Natural History/Anthropology

museum was 2.8 full-time and three part-time staff. This is equivalent to 4.5 full-time

staff. The median staffing levels were six full-time and seven part-time staff for the full-

time equivalent employment of 13. The Science/Technology Centers 25th percentile


FGCU/RERI Page 18

was 16.5 full-time staff and 11.5 part-time staff for the equivalent full-time employment

of 22.9. The median staffing for a Science/Technology Center was 44 full-time and 54

part time staff and a full-time equivalent staffing level of 53.

Table 3.2

Paid Staff by Museum Type

Full-Time Staff Part-Time Staff

Museum Type 25th


Percentile 25th


Percentile Overall 2.0 7.0 24.0 2.0 5.0 13.0 Natural History/Anthropology 2.8 6.0 41.0 3.0 7.0 15.8 Science/Technology Center 16.5 44.0 98.5 11.5 54.0 115.0

Source: AAM 2009 Museum Financial Information Study, Table 8.2. Seasonal staff and volunteers are an important part of most museum operations,

as shown in Table 3.3. One-third of the museums surveyed had seasonal staff and the

median number of seasonal staff was five. Forty-two percent of Natural History/

Anthropology museums used seasonal staff with a median number of 15. Sixty-eight

percent of Science/Technology Centers used seasonal staff with a median number of

28.

Ninety-five percent of museums used volunteers and the median number of

volunteers is 65 per museum or approximately six per paid staff FTE. The smallest

museums relied on more volunteers with a ratio of 18 volunteers per paid staff FTE

(source Table 8.6, AAM 2009). Eighty-seven percent of the Natural History/

Anthropology museums used volunteers with a median number of volunteers at 90 and

a median staffing ratio of 4 volunteers to full-time equivalent staff position. Almost all of


FGCU/RERI Page 19

the Science/Technology Centers used volunteers and the median number was 417 and

a median staffing ratio of five .

The median volunteer hours per year for all museums was 2,955 hours. The

median volunteer hours were 4,878 for Natural History/Anthropology museums and

15,487 for Science/Technology Centers (source Table 8.5 Staffing: Volunteer Hours Per

Year).

Table 3.3 Seasonal Staff and Volunteers by Museum Type

Seasonal Staff Volunteers

Museum Type Percent

With Median Percent

With Median Overall 33% 5.0 95% 64.5 Natural History/Anthropology 42% 15.0 87% 90.0 Science/Technology Center 68% 27.5 96% 417.0


Attendance

Attendance provides an important measure of the Center's overall success in

meeting the needs of the community, as shown in Table 3.4. The median paid

attendance for all museums surveyed was 25,022. The number of paid attendees was

to 80,579 for Natural History/Anthropology museums and 234,195 for

Science/Technology Centers. Total median free attendance was 11,146 for all museum

types. Free attendance was 21,697 for Natural History/Anthropology museums and

234,195 for Science/Technology Centers. Attendance by school groups was only

3,691 for the median of all museums but increased substantially for Natural

History/Anthropology with 8,937 and 58,556 for Science/Technology Centers.


FGCU/RERI Page 20

Table 3.4 Attendance by Museum Type

Museum Type Total Paid

Attendance Total Free

Attendance

Total Attendance by School

Groups Overall 25,022 11,146 3,691 Natural History/Anthropology 80,579 21,697 8,937 Science/Technology Center 234,195 19,241 58,556 Calusa Nature Center & Planetarium 13,441 3,600 NA


Income The AMA survey found that the median operating income for all types of

museums was $1,168,559 in 2008 (source Table 12.1-12.2, AAM 2009). In addition,

the median value of non-operating income for all types of museums in 2008 was

$46,500. The median operating income for Natural History/Anthropology museums was

$3,256,810 and for Science/Technology Centers was $7,857,138. The median non-

operating income for Natural History/Anthropology museums was $7,000 in 2008 and

for Science/Technology Centers was $71,048. It should be noted that in 2007, the

Natural History/Anthropology museums non-operating income was substantially higher

at $52,400. The lower non-operating income is most likely due to the challenging

economic environment in 2008.

Expenses The median operating expenses for FY 2006 to FY 2008 are shown in Table 3.5.

The median operating expense for a Natural History/Anthropology museum was

$3,237,600 in FY 2008. Science/Technical Centers had a much higher median

operating expense of $6,827,362 in FY 2008.


FGCU/RERI Page 21

Table 3.5 Operating Expense by Museum Type

Museum Type FY 2006 FY 2007 FY 2008 Overall $1,126,230 $1,116,139 $1,166,000 Natural History/Anthropology $3,189,384 $2,860,725 $3,237,600 Science/Technology Center $6,117,959 $7,885,353 $6,827,362 Calusa Nature Center & Planetarium NA $719,214* $631,012*

Source: AAM 2009 Museum Financial Information, Table 13.2. * Calusa Nature Center & Planetarium reported total expenses.

The non-operating expenses are related to temporarily or permanently restricted

funds, all realized capital losses and capital expenditures. The amounts vary by year as

shown in Table 3.6.

Table 3.6 Non-Operating Expense by Museum Type

Museum Type FY 2006 FY 2007 FY 2008 Overall $14,512 $12,000 $17,366 Natural History/Anthropology $0 $0 $94,000 Science/Technology Center $22,499 $156,054 $99,421 Calusa Nature Center & Planetarium NA NA NA

Source: AAM 2009 Museum Financial Information, Table 13.3

Funding Sources of Operating Income The funding sources as percent of operating income are shown in Table 3.7.

Government funding includes grants, exchange agreements, appropriations, and

contracts for specific services. The private sources include charitable income such as

contributions from individuals, foundations, and corporations. The earned income

includes money earned by providing goods and services and includes admission, food,


FGCU/RERI Page 22

store sales, building rental, fairs, and festivals. The investment income includes capital

gains, dividends, and interest.

Table 3.7 Funding Sources by Museum Type

Museum Type Government Private Earned Investment Overall 24.4% 36.5% 27.6% 11.5% Natural History/Anthropology 24.2% 38.3% 31.1% 6.4% Science/Technology Center 19.3% 28.9% 48.8% 3.0% Calusa Nature Center & Planetarium 0.0% 48.0% 52.0% 0.0%

Source: AAM 2009 Museum Financial Information, Table 17.3 It should be noted that these percentages are based on the mean and not the

median. Therefore, approximately 20 to 25 percent of funding for Natural History/

Anthropology and Science/Technical Centers comes from government funding. Private

funding is 38 percent for Natural History/Anthropology museums and 29 percent for

Science/Technology Centers. Earned income is 31 percent for Natural History/

Anthropology museums and 49 percent for Science/Technology Centers. Investment

income is only six percent for Natural History/Anthropology museums and three percent

for Science/Technology Centers. The historical trend for government funding has been

falling from 39 percent for all museums in 1989 to 24 percent in 2008, while private

funding has increased from 19 percent in 1989 to 37 percent in 2008. Earned income

and investment income have fluctuated but have stayed within a couple of percentage

points of the numbers shown in Table 3.7.

Government income support is shown in Table 3.8. Most museums receive

some government support. The median amount of support from the Federal


FGCU/RERI Page 23

government is approximately $75,000, from state government is $61,000, and from local

government is $70,000.

Table 3.8 Government Funding

Government Funding

Percent of Museums with Government

Support

Median Amount of

Support

Median Percent of Operating

Income Federal Government 36.1% $74,800 3.4% State Government 51.1% $60,738 2.5% Local Government 55.9% $69,541 9.9% Tribal Government 5.7% $12,000 1.0%

Source: AAM 2009 Museum Financial Information, Table 18.1 Contributed revenue came from private or community foundations, corporate

foundations, corporations, donations from individuals, parent organizations, support

organizations, and fundraising events. Table 3.9 shows the percentage of museums

that received funding from the source listed and the median amount.

Table 3.9

Contributed Revenue

Contributed Revenue

Percent that Receive Funding

Median Amount

Median Percent

of Operating

Income Private or Community Foundation 73.8% $90,000 5.0% Corporate Foundation 47.4% $20,000 1.3% Corporations 60.8% $46,160 2.4% Individual donations 87.7% $65,921 7.0% Have Parent Organization/Percent Funding 34.6% / 74.5% $495,000 69.7% Have Support Organization/Percent Funding 21.6% / 79.6% $75,000 5.8% Fundraising Events 64.9% $72,883 5.8%

Source: AAM 2009 Museum Financial Information, Table 18.1.


FGCU/RERI Page 24

Table 3.10

Earned Revenue

Earned Revenue

Percent that

Receive Funding

Median Amount

Median Percent

of Operating

Income General (adult) Admission Fees 59.0% - - Special Exhibition Admission Fees 13.7% $83,048 1.5% Membership Fees 90.3% $83,105 5.6% Gift Shop/Bookstore/Gross Revenue 88.5% $61,224 5.3% Food Services/Gross Revenue 32.2% $75,000 1.6% Web-based Revenue/Gross Revenue 36.9% $9,841 1.6% Fairs/Festivals/Gross Revenue 44.2% $20,816 2.2% Programs/educational Activities 59.5% $35,678 1.6% Royalties 24.2% $7,940 0.2% Rent Out Facilities 69.7% $26,100 1.4%


Approximately 32 percent of the museums had food service with a median net

contribution to operating income of 0.6 percent. Eighty-eight percent of museums had a

gift shop, store, or bookstore with a median net contribution to operating income of 1.6

percent. The median square footage of the store was 705 (See table 3.10).

Endowments and Other Investment Revenue Seventy percent of museums reported an endowment with the median value of

$2.8 million (source Table 19.1, AAM 2009). Seventy-three percent of Natural

History/Anthropology museums had an endowment with a median value of $5.1 million.

Eighty-three percent of Science/Technology Centers had an endowment with a median

value of $1.8 million. The AMA survey found that 34 percent of museums had other


FGCU/RERI Page 25

investment income of $39,813 which was approximately 1.7 percent of the median

operating income.

Admissions and Memberships The median non-member adult fee is seven dollars in 2008, as shown in Table

3.11. One-third of the museums do not charge a general admission fee. Free

admission is offered on occasion and most offer discounts or special fee schedules.

Twenty-three percent of Natural History/Anthropology Museums did not charge a

general admission fee, while only four percent of Science/Technology Centers did not

charge a general admission fee. The typical admission charge in 2008 was between $5

and $13 dollars and increased by approximately $2 from 2005 to 2008.

Table 3.11

Admission Price


Memberships are a key part of the museum operations and support, as shown in

Table 3.12. Eighty-seven percent of museums had individual and family memberships.

The minimum median annual dues were $35 for Natural History/Anthropology museums

and $55 for Science/Technology Centers. The average dues collected were $58 for all

museums, $55 for natural History/Anthropology, and $63 dollars for Science/

Technology Centers. The median number of memberships for all museums was 675.

Natural History/Anthropology museums had a median number of memberships of 782

and Science/Technology Centers had a median number of memberships of 6,376, most

Museum Type25th

Percentile Median75th

PercentileOverall $5.00 $7.00 $10.00Natural History/Anthropology $5.00 $8.00 $10.00Science/Technology Center $7.50 $10.00 $13.63


FGCU/RERI Page 26

likely reflecting a larger scale of operation. The average retention rate for all museums

was 80 percent but was lower for Natural History/Anthropology at 72 percent and even

lower for Science/Technology Centers at 55 percent.

Table 3.12 Membership Numbers and Average Dues Collected

Median Number of Individual and Family

Memberships

Average Dues

Collected per Individual and Family

Member

Median Number of Corporate

Memberships

Average Dues

Collected per Corporate Member

Overall 675 $58 20 $737 Natural History/Anthropology 782 $55 15 NA

Science/Technology Center 6,376 $63 32 $1,096 Source: AAM 2009 Museum Financial Information, Table 21.1.

Fifty-three percent of the museums had corporate memberships. The median

number of corporate memberships was 20 with the minimum dues collected of $250

and the average dues collected of $737. The minimum corporate dues collected by

Natural History/Anthropology and Science/Technology Centers was $500. The overall

museum retention rate for corporate memberships was 85 percent.

Expenses Expenses are divided into three major categories, which are shown in Table

3.13. Museum-related activities include educational programming, exhibits, collections

care, and research. These are often referred to as program services. The second

major expense type is management and general expenses that include administrative

staff, legal services, accounting, and office management. The third major expense

category used in the AMA survey is fundraising that includes soliciting contributions,

gifts, and grants.


FGCU/RERI Page 27

Table 3.13 Median Expense Levels and Percent of Operating Expense by Museum Type

Museum Related

Expenses

Percent of Total

Operating Expense

Management & General Expense

Percent of Total

Operating Expense

Fundraising Expense

Percent of Total

Operating Expense

Overall $451,057 51.8% $408,313 39.1% $43,989 4.7% Nat. History/Anthr. $1,883,119 63.7% $884,300 27.5% $168,000 5.1% Science/Tech. $4,628,550 46.7% $1,059,891 22.0% $372,429 5.3%

Source: AAM 2009 Museum Financial Information, Table 22.2, 22.3, and 22.4.

The median fundraising efficiency is calculated as fundraising expenses divided

by total contributions received. The overall efficiency for all museums was .09 or 9

cents of every dollar went to fundraising expenses. For Natural History/Anthropology

museums it was .07 or seven percent and for Science/Technology Centers it was .10 or

10 percent.

Personnel Expenses Personnel expense is usually the largest expense category and is shown in

Table 3.14. The survey found that the average museum had median personnel

expenses of $648,481 which is approximately 50 percent of the operating expenses.

Natural History/Anthropology museums had a median personnel expense of $1.9 million

which was 60.8 percent of their operating expense. Science/Technology Centers had a

median personnel expense of $3.1 million which was 45.8 percent of their operating

budget.


FGCU/RERI Page 28

Table 3.14

Median Personnel Expense Levels and Percent of Operating Expense by Museum Type

Median Expense Percent of Total

Operating Expense Overall $648,481 49.9% Nat. Hist./Anthr $1,900,462 60.8% Science/Tech Center $3,063,024 45.8%


Collection Care Expenses

Care of living and non-living collections is another important function of most

museums. The median collection care expense for all museums was $110,950 which

was eight percent of total operating expense (source Table 24.2, AAM 2009). Natural

History/Anthropology museums had a median care expense of $653,743 which was

17.3 percent of total operating expenses. Science/Technology Centers had median

care expenses of $124,000 which was only 1.2 percent of their total operating

expenses. The care expense for living collection museums was much higher at

$912,284, which was 26.7 percent of the total operating expenses.

Marketing, Education, and Security

The median marketing expense for all museums surveyed was $80,777 which

was 4.1 percent of total operating expenses (source Tables 25.2, 26.2, and 27.2, AAM

2009). Natural History/Anthropology museums had slightly higher marketing expenses

at $146,000 or 4.5 percent of the total operating budget and Science/Technology


FGCU/RERI Page 29

Centers median expenditure was much larger at $590,049 or 7.5 percent of their total

operating budget.

Museums are in the education business. The overall median education expense

for all museums that were surveyed was $156,545 with 75 percent targeting K-12

students. The educational expense was much higher for Natural History/Anthropology

museums at $282,000 with 84 percent targeted at K-12 students. Science/Technology

Centers median education expense was $595,007 and 97 percent targeting K-12

students.

The survey information on security had considerable variation and included

expenditures for items such as locks and floodlights. The overall median museum

expenditure on security was $63,000.

Capital Expenditures

Approximately two-thirds of the respondents reported capital expenditures with a

median value of $50,000 (source Table 29.2, AAM 2009). The projects are expected to

be "lumpy" and not take place each year. The amounts reported for 2008 varied

considerably. Natural History/Anthropology Museums had a median expenditure of

$3,335 but the 75th percentile capital expenditure was $459,009. Science/Technology

Centers had a median capital expenditure of $875,530 with a 75th percentile capital

expenditure of $3.0 million.


FGCU/RERI Page 30

3.2 Comparative Benchmark Analysis

Benchmarking is the process of comparing and measuring an organization's

operations or its internal processes against those of a best-in-class performer from

inside or outside its industry and has been widely used since the early 1980s.

Benchmarking is often thought of as a tool to help establish where improvement

resources, standards, and criteria can be set for performance and operations.

For the purpose of this study, the research team selected five comparative

organizations within the State of Florida. The comparative benchmarks were based

upon their similarity to the Calusa Nature Center & Planetarium. The primary data

collection from the comparative benchmarks was completed through interviews. Each

of the interviews asked the director of the benchmarked organization a series of

questions on the following topics:

Purpose, Vision, and Mission

Attendance and Events

Governance, Organizational Structure and Staffing

Supportive Organization(s)

Admission and Membership

Budget and Operating Expenses.

Capital Expenditures and Endowments

In 2 of the 5 comparable benchmarks, specific questions were asked in regard to

their Planetarium.


FGCU/RERI Page 31

South Florida Museum - Bradenton, FL

South Florida Museum, 201 10th Street West, Bradenton, Florida 34205

Introduction/History

The South Florida Museum was opened in 1947 on the Bradenton Memorial Pier

and showcased the Montague Tallant collection of Florida's first peoples pre- and

immediate post-contact archaeological materials. In addition, the museum included

collections showing the scientific and cultural history of Southwest Florida and Manatee

County.

In 1949, a West Indian manatee, known as "Snooty," arrived at the museum.

The museum has provided educational programs and field trips to tens of thousands of

students through the years.

http://www.southfloridamuseum.org/LinkClick.aspx?link=62&tabid=40�




FGCU/RERI Page 32

In 1966, the museum moved to its present site and added the Bishop

Planetarium with programming that coincided with space exploration. The new two-

story museum allowed for a larger pool for Snooty and new permanent exhibits

including early inhabitants, Florida's natural sciences, a medical gallery, and life-sized

dioramas.

A Spanish Plaza was added in 1980 that included replicas of a 16th century

home, chapel, and a fountain with a statute of De Soto on horseback. The Parker

Manatee Aquarium completed the Plaza and was opened in 1993 with above and below

water viewing, a medical pool, exhibition area, and a 60,000 gallon tank for the

manatees. The museum does take in a couple of additional manatees for

rehabilitation.

A complete renovation of the Museum's exhibits and facilities began in 1998. In

August 2001, a fire destroyed the Bishop Planetarium and severely damaged a new

educational wing and the Museum's administrative areas. The Museum reopened its

first floor with new and changing exhibits in September 2002. The educational wing re-

opened in March 2004 and a new updated planetarium and theater opened in June

2005. The museum has approximately 75,000 square feet of space for exhibits

including exhibits that change three or four times per year.

Renovations to the second floor included a new medical gallery, patron’s gallery,

visible storage galleries, river heritage hall, and an environmental wing of exhibits

depicting Florida pine uplands, riverine, estuarine and gulf waters habitats. The

museum is open seven days a week during January through April and July. It is closed


FGCU/RERI Page 33

on Mondays during the remainder of the year. The general operating hours are 10 a.m.

to 5 p.m. except on Sunday when the operating hours are 12 noon to 5 p.m.

The museum is near the marina and Riverwalk in Bradenton with approximately

55,000 paid attendees per year. The museum serves approximately 11,000 school

visitors per year and offers a camp destination. Grants of about $15,000 per year have

been obtained to help underserved populations attend. They have special museum

days to allow the public to see "Snooty," the manatee, from the courtyard for free and a

one-half price day to encourage visitation.

The museum has a 30-member board of directors that has been reduced over the

last four years from 58 to be more effective. The board committees include facilities,

funding, nomination, finance, legislative, community advising, governance, and strategic

planning. The management responsibilities are divided into three departments:

• Planetarium and Education;

• Exhibits and Collections; and

• Aquarium.

The museum has 14 full-time employees and 14 part-time employees with a full-time

equivalent (FTE) level of approximately 21. The museum has approximately 100

volunteers who work under these three departments and have training and mentoring.

Retention is very high at approximately 95 percent. They have a volunteer luncheon,

provide complementary tickets based on hours worked, and awards. The planetarium

volunteers greet visitors and start the shows when guests are seated. Aquarium

volunteers help clean the pool and feed the manatees. Collection volunteers assist with


FGCU/RERI Page 34

the installation of exhibits and catalogue the collections. Other volunteers conduct

tours, supervise children's programs, help at special events, and provide office

assistance. There is a service league which assists the museum by running the front

desk and museum store. In addition, the museum has a college internship program that

provides opportunities for a couple of students each semester.

The overall operating income level for the museum is approximately $1.8 million.

Government sources provide about three percent of the funding, private sponsors

provide about 20 percent of the overall funding, earned income is approximately 45

percent, and investment income is about 22 percent. Special events earn about 10

percent of the funding and are a major part of earned income. The general admission

revenue is approximately $400,000 per year. The museum charges $15.95 for adults,

$13.95 for seniors (65+), and $11.95 for children (4-12). They have group rates for ten

or more visitors with advance reservations.

The museum has a membership program called the Friends program. It includes

student ($35), individual ($50), family ($75), family plus ($125), sponsor ($250), patron

($500), and benefactor ($750). The benefits can include the newsletter, discounts at

the museum store, special invitations, discounts on guest passes and reciprocal

membership benefits at other museums.

The museum has a corporate partner program for $10,000 that includes year

round recognition on the digital sign, letterhead, website, and newsletters. Corporate

partners receive a one-time use of Spanish Plaza and boardroom or planetarium lobby

and theater, table of ten at the "Snooty Gala" and "Where the Boys Are" events,


FGCU/RERI Page 35

invitations for six to all exhibit openings, and ten admission tickets to "Snooty's Birthday

Bash" and "Wildlife Awareness Festival." They also receive six family plus

memberships and a discount off purchases of additional memberships and 24

complimentary passes and a plaque of recognition for the company office. The

museum flyer states that this is $20,000+ in value for a cost of $10,000. Some

corporate memberships are for in-kind services such as web design and maintenance.

General, grant, and community contributions were $741,000. Store sales were

approximately $158,000 and special event revenue was $167,000. The museum has

an endowment of approximately $12 million that provides interest income of

approximately $360,000 per year.

The expenditures are approximately 85 percent on programs and 15 percent on

fundraising and management. The expenses included salary and wages of

approximately $660,000 and payroll taxes and health insurance of $98,000.

Educational programming was $31,000, special events cost $82,000 and advertising

was $46,000. Manatee food was $53,000 and museum store purchases were $74,000.

The museum hired professional services, spending $68,000 and insurance costs were

$176,000. Repairs and maintenance cost was $59,000, electricity was $114,000 and

supplies were $52,000. The expenditures by function are shown by department in Table

3.15.


FGCU/RERI Page 36

Table 3.15 South Florida Museum

Expenditures Year Ended December 31, 2010 Accounting Category Expenditure Aquarium $277,000 Exhibit/Collections $264,000 Educational $223,000 Planetarium $57,000 Visitor Services $171,000 Administration $256,000 Marketing/Development $228,000 Special Events $98,000 Maintenance $259,000 Total Expenditure $1,833,000

A strategic plan was developed in December of 2006 with assistance of an

outside facilitation firm. The plan is part of a strategic process that requires annual

revisions and a major update is planned once every five years. The plan included a

description of the strategic planning process, history, museum today, mission, vision,

core values, priorities, and strategies, implementation and monitoring. Some of their

major challenges will be to plan for the eventual loss to old age of the manatee, Snooty.

Manatees are an endangered species and the museum's ownership of Snooty was

grandfathered since the manatee was obtained before current legislation was enacted.

Another challenge is the capital plan to fund facility expansion and maintenance such as

new roof for the museum.

Bishop Planetarium

Opened in June 2005, the Bishop Planetarium is a multipurpose, all-digital

domed theater, boasting one of the most advanced projection systems in the world. The

planetarium theater is an educational resource capable of accommodating a wide range

of programs, from lectures to film series to live performances. The planetarium uses a


FGCU/RERI Page 37

system that includes seven Barco projectors. The director of the Planetarium and

Education manages the planetarium during the week. A part-time staff member

manages the planetarium on the weekends.

The maintenance contract on the projection system is approximately $50,000 per

year including cleaning the equipment. The museum has been doing its own

maintenance and cleaning to save money, which is somewhat risky. The replacement

bulbs for the projectors cost approximately $8,000 per year. The planetarium systems

are expected to require a major upgrade every five to seven years and the cost can be

up a million dollars for the computers and projectors. Currently, the planetarium is

programmed so that staff can push a button to start the planetarium programs. The

films are an important part of the program and they have been able to buy them or get

sponsors to purchase them. Many of their films are not the latest ones being offered

out at high rental rates.


FGCU/RERI Page 38

The shows that are being shown in the Planetarium are:

• Two Small Pieces of Glass, a glimpse at how the telescope has changed the way we look at our universe. From Galileo's first explorations of the heavens four hundred years ago to the Hubble Space Telescope's Ultra Deep Field, you'll get the inside scoop on scopes.

• Live Star Talk, join a staff astronomer for an "old fashioned" planetarium show. You'll learn how to find the stars, planets and constellations visible from Bradenton over the coming weeks. Live star talks are offered on Saturday and Sunday at 2:15 and on the first Saturday night of each month at 7 PM.

• The Secret of the Cardboard Rocket, takes you on an outstanding adventure through our solar system. Join two young kids as they speed all the way out to Pluto and back with their ship's navigator, a talking astronomy book. This is the most popular children's show ever produced for the full dome planetarium environment.

• The Rock Hall of Fame, no, it isn’t a laser show – it’s better! Forty-five minutes

of your favorite classic rock and roll, including the Doors, Led Zeppelin, Aerosmith and Pink Floyd set to mind-boggling computer-generated animations on the planetarium’s dome. Twenty five thousand watts of surround sound bliss for you and 124 of your closest friends. Please note: Rock Hall of Fame is shown only on the first Saturday night of each month at 8:15 PM.

• Extreme Planets, explores the fairly recent discovery of planets orbiting other stars in the Milky Way. How did we find these planets, and might they harbor life? Extreme Planets takes you on a hypothetical journey to learn what these newly discovered worlds might be like. From water worlds to molten landscapes, inhabitable moons to planets with multiple suns, these exotic worlds may not be just science fiction after all.

• Ultimate Universe, takes you on a stunning journey through the cosmos, exploring galaxies, nebulae, and our own neighborhood , the solar system. The trip covers about 80 quadrillion miles. If you could travel at the speed of light it would take you about 13.7 billion years, but we'll have you home in about a half an hour.

• Holiday Music Magic, Tis the Season! Enjoy holiday music hits from the past and present with this music entertainment show featuring your favorite holiday songs. The soundtrack is visually choreographed with 3-D artistic animation and all-dome scenery. A local holiday tradition and a fun and entertaining experience


FGCU/RERI Page 39

for the whole family. Catch Holiday Music Magic November 25 through December 24; Tuesday through Friday at 2:15; Saturdays at noon, and Sundays at 12:30

The Bishop Planetarium typically has five shows per day with six on Sunday. Tables

3.16 and 3.17 provide the Planetarium schedule for a week in November 2011.

Table 3.16 Bishop Planetarium Schedule

Sunday, 11/27/2011 to Wednesday, 11/30/2011

Table 3.17


FGCU/RERI Page 40

The planetarium supports a local group of deep sky observers. It was formed by

amateur astronomers in the Sarasota-Bradenton area in the summer of 1983 to provide

observing opportunities that were unencumbered by bright lights. Annual dues are $20

per family and benefits include star parties, quarterly meetings and presentations and

astronomy-related workshops.


FGCU/RERI Page 41

Six Mile Cypress Slough Preserve - Fort Myers, FL

Six Mile Cypress Slough Preserve, 7751 Penzance Blvd., Fort Myers, FL

In 1976 a group of Lee County students known as the Monday Group, launched

a campaign to save the preserve for future generations by eliminating the threats from

logging and development that would have channeled away the water that supports the

slough. Lee County voters approved the purchase of the Slough for conversion into a

preserve. A boardwalk and facilities were constructed and the Preserve opened to the

public in 1991. Volunteer naturalists educate the Preserve's many visitors on the

interrelations of water, wildlife, plants, and man.

Six Mile Cypress Slough Preserve is a 2,500- acre wetland that is a linear

ecosystem which is home to a diverse population of plants and animals, including a few

that are endangered. The Preserve is operated by the Lee County Parks and

Recreation System and includes an 11,000-square-foot interpretive center that was

opened in April 2008 and is a certified green building. The Center includes permanent

exhibits, a gift shop, a conference/class room, offices for the staff, and an area for

visitors to sit and relax. There are no live exhibits but many of the exhibits are designed

to be touched. The exhibit area including the reception area and gift shop is


FGCU/RERI Page 42

approximately 1,500 square feet. Last year there was approximately 136,000 visitors

from 48 states and 24 countries.

The Preserve has a fully-accessible 1.2 mile boardwalk trail which includes

seating enclaves, shelters, observation decks and a photo blind, as shown in Figure 4.

In addition Six Mile Slough Preserve has an Amphitheater, guided walks, educational

displays, picnic areas, and restrooms. The 1.2 mile boardwalk has numbered viewing

stations and visitors can use the "Explorers Companion" brochure to better understand

the Preserve's Pine Flatwoods (stations 5-9), Hardwood Transition (stations 10-14),

Flag Pond (stations 15-21), Hammock (stations 22-25), and Cypress Slough (stations

26-31), as shown in Figure 4. It located approximately 3.5 miles from the Calusa Nature

Center. The Preserve is accredited by the Commission for Accreditation of Park and

Recreation Agencies.


FGCU/RERI Page 43

Figure 4 Boardwalk/Nature Trail

The interpretive center is open Tuesday through Sunday with opening at 10 A.M.

and closing at 2 PM on Sunday and during the offseason from May to October. It is

open on Tuesday to Saturday until 4 PM during the peak months of November to April.

A picture of the Center is shown in Figure 5. Guided walks are available at the

following times:

• 9:30 AM and 1:30 PM daily for January through March; • 9:30 AM on Wednesdays during May through October; and • 9:30 AM daily for April, November, and December.

The Preserve does charge for parking which costs $1 per hour or a maximum of $5

dollars per day. The revenue helps to supports maintenance and programming.

There is no charge to use the park or see the interpretive center other than parking.


FGCU/RERI Page 44

Figure 5 Six Mile Cypress Slough Interpretive Center


FGCU/RERI Page 45

The Six Mile Cypress Slough Preserve offers educational programs and

recreational activities that create minimal disturbance to wildlife. Their website states,

"Guided walks expose the visitors to the hidden beauties of this unique ecosystem.

Educational hands-on programs are provided to local schools, garden clubs and other

organizations. Birding is a popular activity, since the Slough is home to several species

of songbirds, wading birds and raptors. Also, some visitors like to take photographs or

paint and draw on their visits to the Slough."

The mission statement of the Slough is:

"To provide safe, clean and functional Parks & Recreation facilities. To provide programs and services that add to the quality of life for all Lee County residents and visitors. To enhance tourism through special events and attractions. We are committed to fulfilling this mission through visionary leadership, individual dedication and the trustworthy use of available resources."

The goals are:

"Help residents and visitors understand the beauty and importance of a local inland freshwater cypress slough wetland as it pertains to plants & wildlife - including migrating animals (birds, butterflies, local populations) as well as endangered species. Also, how it is important to people - well water recharge, flood control, and spiritual renewal."

Six Mile Cypress Slough is part of Lee County's Parks and Recreation Department.

They have a staff of four serving the park including:

• Supervisor, who manages the park, programs, staff, and volunteers;

• Program Specialist, who manages the exhibits and volunteers;

• Land Steward, shared with other parks, who handles exotics, water issues, and

acquisitions; and

• Maintenance Specialist, who provides part-time maintenance for the park.


FGCU/RERI Page 46

The overall FY 2009 full-time equivalent staff is four with personnel costs including

benefits of $222,609. Operating expenses other than staff were $199,924 for a total

cost of operation of $422,534. (Cost/benefit study, http://www.leeparks.org, 12-10-11).

The Six Mile Cypress Slough Preserve is very dependent on the assistance from

volunteers. The Slough has about 100 volunteers who provide boardwalk interpretation,

park beautification, and staff the reception area and gift shop. The volunteers are

mentored and have a training program that takes approximately one year to complete

due to changing water levels and seasonal variations. Many of the volunteers are

seasonal residents.

The Preserve offers the following programs:

1. The Slough in a Nutshell, This introduction to the Preserve briefly discusses the history of the Slough, what interesting plants and animals you may find here, and we give you some hints for finding some of that wildlife. Maximum class size of 40. Cost is free and length is 15 minutes.

2. Guided Nature Walk, This interpretive nature walk gives small groups of 10 a chance to learn about the plants and animals of the Slough. Experienced volunteer guides discuss the importance of the Slough and point out the small things that may have otherwise gone unnoticed. Maximum class size 40. Cost is $3 per person and length is 90 minutes.

3. Sense-ational Exploration, Sense the Slough from a different perspective on this guided nature walk! Fragrant cypress cones, rustling ferns, laughing birds, warm sunlight and more will delight all ages. Maximum class size is 40. Cost is $3 per person and length is 90 minutes.

4. Adaptable Animals, Ever wonder how an anhinga catches fish, or how an alligator can sneak up on its prey? Learn about the wonderful tools and adoptions some animals have that enable them to survive in the Slough. Maximum class size of 40. Cost is $1 per person and length of program is 30 minutes.


FGCU/RERI Page 47

5. Night Visitors, Discover the nightlife at the Slough as you learn what animals live by night and sleep all day. Learn how their adaptations and heightened use of their senses allow them to succeed in the dark. Maximum class size of 40. Cost is $1 per person and length is 30 minutes.

6. Bird Beaks and Feet, This interactive program teaches students to identify the types of food and habitat of birds just by looking at their feet and beaks. Maximum class size is 30. Cost is $1 per person and length is 45 minutes.

7. Wildlife Tracking, Learn techniques of identifying animal tracks in nature. Maximum class size is 20. Cost is $3 per person and the length is 90 minutes.

8. Wilderness Survival - Shelter, This hands-on program teaches one of the most important skills you need in a survival situation. Maximum class size of 20. Cost is $4 per person and length is two hours.

9. Green Building Program, This PowerPoint program with hands-on items discusses the green aspects of the Six Mile Cypress Slough Preserve Interpretive Center. Maximum class size of 40. Cost is $1 per person and length is 30 minutes.

10. Green Building Tour, This walking tour of the Six Mile Cypress Slough Preserve Interpretive Center points out the green aspects of the building. Maximum class size is 40. Cost is $1 per person and length is 30 minutes.

11. Full Moon Walk, Experience the Slough in a new light...The light of the full moon on this guided sensory walk. Offered January through April only. Maximum group size is 30. The cost is $5 per person and length is 120 minutes.

12. Wet Walks, This walk immerses participants 12 years and older and gives them the opportunity to see the beauty of a cypress swamp up close. This program is available only during the months of September and October. Maximum class size of 30. Cost is $5 per person and length is 90 minutes.

A recent listing of programs, dates, and times is provided in Figure 6. Awareness

of the Slough is handled through the marketing department of the Parks & Recreation

Department, which prepares news stories and press releases. The support organization

will set up booths at various community events.


FGCU/RERI Page 48

Figure 6

Six Mile Cypress Slough Programs, Dates, and Times

Source: www.sloughpreserve.org/Connections_2011_10.pdf, December 4, 2011


FGCU/RERI Page 49

Six Mile Cypress Slough has a well-designed teachers' packet that is available online

and includes:

Pre Activities: 1. “A Slough for All Seasons,” a 15-minute video introducing the Slough and

all it has to offer; 2. Slough Word Search, an 18-word search familiarizing students with

Slough vocabulary; 3. Design Name Tags, name tags are a great way to personalize your

students’ visit to the Slough. Our guides will be able to easily communicate and congratulate your students on their knowledge and questions. Required;

Post Activities:

1. Fill-in-the-Blank, students will use the vocabulary words from the “Slough Word Search” to fill in these paragraphs about the Slough;

2. Create-a-Food Web, Students will create their own food webs, using the information provided;

3. Journaling Students can remember their trip to the Slough --all that they learned and saw in a journaling activity. Students should be encouraged to illustrate their entry for emphasis!

4. View of the Slough, have your students draw a picture that illustrates the trip to the Slough…for example: their favorite plant, animal, or part of the trip;

5. Resource Lists, student and teacher resources; and 6. Sunshine State Chart, provided with correlations for standards, activities,

and programs. The slough has seen a reduction in school attendance due to cut backs in field

trips. They do wet walks for 7th graders but attendance has fallen as well. They do

offer summer camps and after-school programs.

Friends of Six Mile Cypress Slough Preserve

The Preserve has an advocacy and support not-for-profit corporation, named

Friends of Six Mile Cypress Slough Preserve, that began operation in 2001. The support

organization is dedicated to preserving, protecting, and promoting the preserve for future

generations through education and community partnerships.


FGCU/RERI Page 50

The support group has:

• Initiated a membership drive; • Developed a greeter table on weekends; • Supported staff and volunteer programs and events; • Published several articles about the Preserve in the News Press; • Created and adopted a new Friends logo; • Published four issues of Friends newsletter, Connections, to members; • Established a media database; • Requested and received from Lee County, $150,000, for interpretive center; • Researched visitor centers and created portfolio of ideas, photos, and concepts; • Recruited architectural firm to complete design drawings for the new center; • Opened the new interpretive center in 2008 including installation of permanent

exhibits; • Developed advocacy policies and action plan; • Developed and maintained working relationships and network; • Initiated an annual photo contest; • Special Events Crew attended and staffed the Friends Exhibit at local events; • Funded signage throughout the Slough; and. • Added books and video materials to the resource center.

The Friends of Six Mile Cypress Slough Preserve have their own website and membership. The Friends support group has the following committees:

1. Advocacy, gives the Preserve a voice in the community. Identify and develop relationships with key contacts and potential advocacy partners, attend City Council, County Commission and environmental committee meetings, and monitor and respond to actions or potential actions affecting the Preserve;

2. Communications, handle publicity in all media, write for the newsletter, develop brochures, speak to community groups and develop Friends exhibits;

3. Finance, recruit members, create financial reports and coordinate with the efforts of the fundraising committee;

4. Fundraising, carry out projects to raise money for the educational exhibits and displays in the Interpretive Center, like making presentations to prospective organizations and civic groups; and

5. Program/Education, maintain and work Friends greeter tables and to work with staff to develop educational displays. Also, this committee supports programs, events and experiences on and off site for visitors, Friends members and staff.


FGCU/RERI Page 51

Total membership in the Friends support organization was 222 including 5 members

at the Patron level of $1,000. In 2010, an average of 200 copies of the Connection was

sent by mail and 42 by email. The group has a 12-member board of directors including

the president, vice-president, secretary, and treasurer. In addition, the support group

has an advisory board with representatives from a foundation, the South Florida Water

Management District, FGCU, an architecture firm, and a law firm. This group does not

meet on a regular basis. Total revenue for the Friends of Six Mile Cypress Slough

Preserve was $26,360 for 2010 and the balance sheet showed total equity of $59,862.


FGCU/RERI Page 52

South Florida Science Museum - West Palm Beach, FL

South Florida Science Museum, 4801 Dreher Trail North, West Palm Beach, FL 33405

South Florida Science Museum (SFSM) was founded and incorporated in 1959 by

the Junior League of the Palm Beaches. The museum opened in 1961 as a learning

environment specific to natural science and natural history and in1964, a new wing

housing the planetarium opened. In 1971, the facility was expanded more than doubling

the floor space of the museum adding exhibit space, classrooms, an auditorium and staff

office area. In 2008, the planetarium and Motorola Theater were completely renovated

and renamed through the support of the Dekelboum Family Foundation.

In 2001, the museum was offered a $10-million grant as matching money to build

a new science museum. The museum had plans for a new $20 million dollar science

center in a new location and even had a groundbreaking but could not come up with the

matching money and lost the grant. There was discussion about shutting down the

museum with the loss of the CEO. However, they were able to find a museum director

who came out of retirement to rebuild the museum. Approximately 40 percent of the

board had resigned over the last four years due to the issues surrounding the loss of the

grant and not being able to build the new museum. The museum is rebuilding its

reputation and reengaging sponsors and donors.


FGCU/RERI Page 53

The South Florida Science Museum's mission is to excite curiosity and further the

understanding and appreciation of science and technology. Families are the primary

audience and although the existing facilities are "shop-worn and tired," 95 percent of the

visitors rate the museum as a four or five on a five-point scale. The 22,000 square-foot

museum features more than 50 hands-on exhibits, a digital 61-seat planetarium, an 85-

seat theater, freshwater and saltwater aquariums, a one-acre science trail, two

classrooms, and natural history exhibitions. The aquarium exhibits cover approximately

1,000 square feet, the traveling exhibits utilize 3,000 square feet, and the permanent

exhibits cover approximately 5,000 square feet. The saltwater aquariums hold

seahorses, giant lobsters, scorpion fish, and lionfish. The only live exhibits are the

aquarium and the science trail, which includes a butterfly garden to attract wild

butterflies. The museum has reopened its observatory with a 14-inch telescope. In

addition, the museum partnered with Florida Power & Light to complete an energy

makeover reducing overall electricity costs. Figure 7 provides the existing floor plan for

the museum.

Each year the Museum welcomes more than 120,000 visitors and reaches more

than 45,000 students through workshops at the Museum and outreach programs to

local schools. A variety of programs are offered as part of the museum's outreach

program which are funded by fees or through grants to reach underserved populations.

The museum has 10,000 to 12,000 square feet of exhibit space and plans to add a

6,000 square foot traveling exhibit hall, double the size of the aquarium, and add new

dinosaur and everglades exhibits. A new Subway shop will replace the existing vending


FGCU/RERI Page 54

lounge and will pay a monthly rental fee. The new additions are to be constructed in

2012 and to be ready in 2013.

Figure 7 South Florida Science Museum Floor Plan


FGCU/RERI Page 55

The museum is open seven days a week from 10 AM to 5 PM Monday through

Friday. Hours are 10 AM to 6 PM on Saturday and noon to 6 PM on Sunday. General

admission is $11.95 for adults, $10.45 for seniors, and $8.95 for children. The

planetarium costs an extra $4 for adults and $2 for children. Laser concerts cost $10 for

each visitor regardless of age. Members receive free entry to the museum and

planetarium shows and must pay $8 for the laser concerts. Every Wednesday

afternoon the museum offers Silver Science Day for seniors 62+ who can purchase

admission for $5 including one show at the planetarium. Student groups of 15 or more

can gain admission for $6 per student. The museum has an annual budget of

approximately $1.7 million with only about $2,000 per year from government sources

and no endowment.

The museum has 12 membership levels that start at $20 for teachers, $40 for an

individual, $85 for a family, and others cost up to $10,000. In addition, to build network

of young professionals, the museum supports a special membership group called

Young Friends and Families with the hope of identifying individuals to someday join the

board. Scout troops can meet at the museum at no charge but they also have a Scout

Day where boys and girls pay a fee to earn merit badges.

The museum has a traveling exhibit space that currently houses an exhibit on

robotics. The permanent exhibits include:

• Brain Teasers that provides puzzling challenges for all ages; • Egypt Gallery that has ancient Egyptian artifacts; • WSFSM Ham Radio Center; • Out of this World includes rare space artifacts such as a 232 pound meteorite; • Interactive Outdoor Science Trail; • States of Matter; • The "Tiger Shark" Submarine;


FGCU/RERI Page 56

• Suzie, the Ice Age Mastodon; • Twister (tornado) Exhibit; and • Bugs Exhibit using butterfly and moth collections, butterfly life cycle, and ant

farm.

The museum offers birthday parties centered around dinosaurs or a princess, including

arranging for food and sending out the invitations.

There are 13 full-time staff and six part-time staff working about 20 hours per

week. The museum has approximately 120 volunteers with 30 to 40 very active

volunteers who help primarily on weekends. The volunteers go through an orientation

visit and shadow a mentor for two to three weeks. The primary staff includes:

• President and CEO; • Chief Operating Officer (COO) oversees all budgeting, scheduling, and grant

review in the Education Department and also manages the Group Sales Office; • Director of Education & Exhibits who has four full-time employees. Currently

vacant since previous director promoted to COO • Director of Facilities, Systems & Maintenance oversees the Information

Technology department, maintenance and care of all exhibits, buildings, and grounds and the security and safety protocols of the museum and its staff;

• Manager of Guest Services ensures that the guests receive the highest quality of customer service and supervises the admissions staff and volunteer staff, and schedules and coordinates all birthday parties;

• Graphic Designer who works on fundraising creating invitations, logos, sponsorship graphics;

• Director of Advancement (Marketing) is responsible for securing the Museum’s contributed revenue goals and providing overall supervision of the Museum’s marketing efforts;

• Marketing and Events Coordinator reports to the Director of Marketing and works closely with the Museum’s education, visitor services and operations departments on the Museum’s events and program support; and

• Aquarist brings extensive background in marine biology.

In addition, the museum has a board of trustees with 22 members including four

officers who meet bimonthly. Each month the financials are emailed to the board. The

website is managed with internal staff and requires a lot of attention to stay current.


FGCU/RERI Page 57

The Marvin Dekelboum Planetarium Theater

The 61-seat planetarium presents daily shows utilizing a traditional Spitz Star

projector and full-dome digital video presentations on a variety of scientific topics. The

planetarium attendance has been down at approximately 30,000 per year. The

Museum hired a company for $3,000 per year to maintain the Spitz Star Projector and

performs a cleaning once a year during two days in November. The museum typically

buys a new planetarium show each year but delayed buying one last year. The typical

cost of a show in the past has been $7,500. Shows are presented in the planetarium

theater and are listed in Table 3.18. The 85-seat Motorola Theater is primarily used for

the lecture series, educational films and for a base of operations for the summer

campers.

Table 3.18 Marvin Dekelboum Planetarium Shows


FGCU/RERI Page 58

Laser concerts are shown every second Saturday night of each month. The cost is $8

for members and $10 for non-members. Table 3.19 shows the scheduled laser

concerts for the first quarter of 2012.

Table 3.19

Laser Concert Shows


FGCU/RERI Page 59

Conservancy of Southwest Florida - Naples, Fl

Conservancy of Southwest Florida, 1450 Merrihue Drive, Naples, FL 34102

The Conservancy of Southwest Florida was founded in 1964 by a group of

concerned citizens who were fighting to block the extension of Kelly Road (now

Bayshore Drive) that was planned to run through the heart of Rookery Bay. Within a

few years, the group of concerned citizens had stopped the “road to nowhere,” as it was

called, and initiated a series of capital campaigns to purchase 2,600 acres to protect

Rookery Bay permanently. This group formed the foundation for the Collier County

Conservancy. Throughout the 1970s and into the 1980s, the group grew in stature and

accomplishments. By 1984, the Collier Country Conservancy had become a respected

environmental institution throughout the region. In 1996, the Collier County

Conservancy became the Conservancy of Southwest Florida. The name change

reflected its growing regional focus including Lee, Charlotte, Collier, Glades and Hendry

counties. Today, almost 45 years since its founding, the Conservancy of Southwest

Florida has grown to become one of Florida’s largest and most respected environmental

organizations.


FGCU/RERI Page 60

The Conservancy of Southwest Florida is located on a 21-acre nature preserve in

the heart of Naples at 1450 Merrihue Drive. The mission of the Conservancy of

Southwest Florida is:

“to protect Southwest Florida’s unique natural environment and quality of life…now and forever.”

The vision of the Conservancy states: “The Conservancy of Southwest Florida envisions a region where our land, water and wildlife are protected, our citizens are informed and our leaders make decisions with the health, well-being and sustainability of our region’s natural environment in mind. We seek to increase our knowledge of the natural world through continued scientific research and to increase our impact through collaboration with our partners. We work to protect a high quality of life for both our current residents and generations to come." In pursuit of its mission, and finding the balance between the demands of a

growing population and the preservation of natural resources, the Conservancy of

Southwest Florida has had a notable impact on Southwest Florida. Below is short list of

key milestones taken from the organization’s website:

• Conserving 55,000 acres of land in Southern Golden Gate Estates to help restore natural water flows to the Western Everglades;

• Monitoring existing species populations for the Western Everglades Restoration Project;

• Protecting more than 225,000 sea turtle hatchlings over the past 27 years through the Sea Turtle Monitoring and Protection Program;

• Treating over 2,400 animals per year and successfully releasing about half of them back into their native habitats;

• Helping to preserve bays, their mangroves and sea life through various research, monitoring and restoration projects;

• Encouraging voters to protect environmentally sensitive land for conservation by assisting in the passage of conservation initiatives in Collier, Lee, and Charlotte counties;

• Helping to negotiate the successful state purchase of 74,000 acres of environmentally sensitive land at Babcock Ranch, keeping all parties talking when the deal was threatened;

• Earning the “Peoples Choice” Award from the Naples Daily News five years in a row for its summer camps and environmental education programs;


FGCU/RERI Page 61

• Reaching over 50,000 children and adults each year through public awareness and community outreach programs; and

• Assessing the state of the region’s water quality and publishing our findings and recommendations in the Estuaries Report Card.

The Conservancy also just has completed a capital campaign which has resulted in

raising $33 million to fund major renovations to its campus.

Campus, Sanctuary, Programs & Events

The Conservancy provides a number of programs and services to the public and

Southwest Florida and operates a nature center and wildlife sanctuary. In addition, it

offers nature excursions, a speaker series, special events, and a youth program.

Nature Center

The Conservancy Nature Center offers a variety of activities as shown in Figure

8. Activities include birding and butterfly trails, an interactive hands-on learning

experience in its “Nature Zone;” and guided electric boat tours and kayak trips on the

Gordon River. The Nature Center also houses a gift shop which offers a variety of

nature products. In addition through the Nature Center, there are a number of

educational programs that are regularly offered. Admission to the Nature Center is $9

for adults and $4 for children. The Nature Center also provides custom tours for friends

and family. For up to 10 people, the cost is $89 for members, and $129 for non-

members. The Nature Center is open during May to October from 9:00 AM to 4:30 PM

Monday through Saturday. The Nature center is opened on Sunday from Noon-4:00

PM during November through April.


FGCU/RERI Page 62

Figure 8

Conservancy of SW Florida Nature Center

• Discovery Center: Home to a juvenile loggerhead sea turtle, snakes, and alligators. Guided tours offered

• Electric Boat Cruises: Guided electric boat tours of Gordon River • Walking Trails: Listed as #69 on the Great Florida Birding Tail, it has over 140

species of birds and is situated along mangrove-lined walking paths. • Kayak Tours. Offers guided and unguided tours through mangrove-lined lagoon

up the Gordon River.

Members Non-Members Kayak Single $15 $20

Kayak Tandem $30 $35 Guided Kayak Tours $40 $45 Quick Start Classes $55 $60


FGCU/RERI Page 63

Wildlife Sanctuary

The Wildlife Sanctuary is a wildlife rehabilitation clinic for animals. The Wildlife

Rehabilitation Clinic was originally built to handle 500 injured and orphaned animals, but

has been actually treating over 2,500 animals per year at an annual cost in excess of

$300,000. In 2010, the Conservancy of Southwest Florida Wildlife Clinic treated 2,422

animals. As part of a recent capital campaign, the Wildlife Clinic will include a new

5,000 square foot Sharon and Dolph von Arx Wildlife Hospital. The new clinic will

include an intake room for diagnoses and triage, special treatment areas, a sterile

surgery room, orphan animal nursery and the Sapakie Classroom where guests can

attend special wildlife programs and watch behind-the-scenes action via closed circuit

video.

Nature Excursions

The Conservancy of Southwest Florida offers multiple programs to the public

and its members. As shown in Table 3.20, programs include fossil digs; wildflower

walks; Western Everglades Explorations; Rookery Bay Cruises; nature walks; and

Spring expeditions to Panama and are shown in Table 3.20.


FGCU/RERI Page 64

Table 3.20

The Conservancy of SW Florida Explorations, Cruises, Walks, and Expeditions

Members Non-Members Fossil Digs with Dr. Schmelz -Collier & Sarasota Counties

$60 $95

Wildflower Walk with Dr. Schmelz $60 $95 Western Everglades Exploration Series -Okalokachoochees Slough State Park -Picayune Strand State Forest -Fakahatchee Strand State Forest -Rookery Bay Nat’l Estuarine Reserve

$60 $95

Rookery Bay Cruises -Lunchtime Cruise -Sunset Birding Cruise -Friends and Family (10 people or greater)

$30

$259

$40

$359 Sweet Liberty Sailing Adventure $40/less 10% $40 Isles of Capri (Dolphin Tour) $50 $55 Isles of Capri (Fishing Tour) First Angler/added

$120/ $50

$130/ $50

Spring Eco-Expedition in Panama $3,498* $3,498*

In addition to the these nature excursions, the Conservancy gives free guided

nature walks on selected dates from December thru April for:

• Claim Pass, Naples • Tigertail Beach, Marco • Briggs Boardwalk, Rookery Bay

Speaker Series

The Conservancy of Southwest Florida hosts a speaker series from February to

April. The talks are held in the Conservancy Auditorium and go from 6:30-7:30.

Admission to the Speaker Series is free for members at the $50 or greater membership

level. In 2010 the Speaker Series included:

*Plus airfare


FGCU/RERI Page 65

• Sea Turtle Survival • Wild about Wildlife • Into the Future

Special Events

The Nature Center offers a number of special events multiple times throughout

the year, such as the "Mommy and Me," "A Tweety for Your Sweety," and "Spring Break

Bonanza." Most of these events are offered multiple times throughout the year with

different themes for each event. For example, "Mommy and Me" special themes are

"Natural Café," "Water," "Water Everywhere," "Where’s Wildlife," and "Critter Care."

These events are offered to the Conservancy members and non-members at a nominal

fee.

Table 3.21 The Conservancy of SW Florida Special Events

Members Non-Members Mommy and Me $12 $15

A Tweety for your Sweety $12 $15 Spring Break Bonanza $5 $5

In addition, the conservancy annually sponsors an Earth Day Celebration that is

free to the public.

Special Charity Events

The Conservancy hosts three special charity, fundraising events throughout the year which are supported through various corporate and community sponsors. These include:

• Magic Under the Mangroves • Dining for Wildlife • Red Snook Catch and Release Charity Fishing Tournament


FGCU/RERI Page 66

Corporate and Community Supporters include Naples Daily News, Florida Weekly,

Gulfshore Life, Pelican Bay, Northern Trust, Gulf Bay, and Betty Maclean Travel.

Youth Programs

The Conservancy of Southwest Florida presents a number of youth programs

targeted for preschool thru first grade, 2nd grade thru 5th grade, and 6th grade thru 8th

grade, as shown in Table 3.22. The programs are designed to be given at the school’s

location. It was reported that in years past field trips were brought to the Conservancy,

however, over the last few years there have been minimal field trips and programs have

been brought to the schools.

Table 3.22 The Conservancy of SW Florida Youth Programs

Pre-1st Grade 2nd – 5th Grade 6th – 8th Grade Nature Café CRI-Critter Scene Investigation Alien Invaders Critter Care Life Aquatic Secret Lives of Reptiles Water, Water, Everywhere Nails and scales Raptor Rapture Where’s Wildlife Hoot ‘n Toot Magnificent Mammals Wonders of Reptiles Bird is the Word Wild ABC’s Panthers, Bobcats and Bears

The cost for the Conservancy of Southwest Florida Youth Programs is $199 for

any one program given at your location. Additional programs scheduled for the same

day would be $99, and the school could add up to two programs per day.

In addition to these programs, the Conservancy has a Winter Camp for 2nd - 5th

grades and summer camps for kindergarten - 8th grade. In 2010, the winter camp

consisted of three programs over three days. Camps are limited to 24 attendees and


FGCU/RERI Page 67

the programs for 2010 were Epic Everglades, Wondrous Wildlife, and Cool Coastlines.

The cost for one program was $60 for members and $95 for non-members.

Adult Programs

The Conservancy of Southwest Florida offers a series of travelling programs on

environmental education that can be presented to community groups. The cost for each

program is $199 per program. Below is list of programs offered in 2010 included:

• Alien Invaders • Secret Lives of Reptiles • Raptor Rapture • Magnificent Mammals • Secrets of Turtles • Gators in the Glades • Panthers in Peril: A Whisker Away from Extinction • Wildlife Tales

In addition, the Conservancy offers varied trips and excursions as part of their “Art in

the Environment” with local artists. The cost of each program is $199 for members, and

$249 for non-members. The Art in the Environment programs offered in 2010 are with:

• Artist Paul Arsenault • Photographer Connie Bransilver • Photographer Clyde Butcher

Governance

The Conservancy of Southwest Florida is administered by an executive director

and a board of directors with 10 functional areas:

• Environmental Education; • Environmental Science; • Environmental Policy – Natural Resources; • Environmental Policy – Government Regulations; • Wildlife Rehabilitation Center; • Finance Office; • Business Office; • Development & Marketing;


FGCU/RERI Page 68

• IS/IT Department; and • Volunteer/Intern Services.

The organization chart for the Conservancy is shown in Figure 9.


FGCU/RERI Page 69

Figure 9 Organizational Chart: Conservancy of SW Florida


FGCU/RERI Page 72

Board of Directors

The Conservancy of Southwest Florida has a 27-member Board. The Board consists of six

officers and 21 Board Members who serve a three-year term. The Board operates under a set of by-

laws and meets monthly during season. The Board has a committee and sub-committee structure

that meets at various frequencies. The Executive Committee, Budget Committee, and the

Environmental Committee meet at least every month. The Nomination/Governance Committee and

Marketing and Development meet quarterly, and the Audit Committee meets annually.

Staffing

The Conservancy employs over 40 full-time employees and 10 part-time Employees. In

addition, the Conservancy is supported in their staffing needs by a large groups of volunteers. It was

reported that over the last few years, especially during the economic downturn in Southwest Florida,

select staff positions were cut and staff were not awarded raises or increases in their salaries. In

addition, budgets were of the varied departments were reduced. However, more recently, staffing

has been stabilized due to the cost-cutting measures employed.

Volunteers/Interns

The Conservancy was started by a group of dedicated individuals from the community and

today has the support of over 500 volunteers. Although many of the volunteers are seasonal, many

of the services provided by the Conservancy are supported and large part due to the community

volunteers who dedicate their time and services. In addition, the Conservancy has approximately 20

interns who work with the varied Environmental Policy and Educational Groups.


FGCU/RERI Page 73

All volunteers go through a three-hour program as part of their orientation to the Conservancy which

consists of learning about the mission and history of the Conservancy and what volunteer

opportunities are available. Also, the Conservancy hosts varied events to honor and thank their

Volunteers throughout the year. Special events for volunteers include:

• Cruise Along the Sweet Liberty • Annual Volunteer Welcome Back • Naples Annual Holiday Parade • Volunteer Appreciation • Earth Day Celebration • Dining for Wildlife • Naples Annual 4th of July Parade

Volunteers are also given the opportunity to register for and attend select programs at a nominal

fee. For 2010 programs are:

• Butterfly World ($40/person) • Behind the Scenes at Corkscrew Swamp Sanctuary ($30/person) • Caloosahatchee Oxbow Cruise ($45/person)

It was estimated that in 2010, volunteers provided over $1 million of services to the Conservancy.

Membership/Planned Giving

Key to the Conservancy success is it membership and planned giving opportunities.

membership levels for the Conservancy are shown in Table 3.23.


FGCU/RERI Page 74

Table 3.23 The Conservancy of SW Florida Membership Levels

Category Amount

Member $35

Protector $50

Friend $100

Partner $250

Advocate $500

Conservator $1,000

Guardian $2,000

Benefactor $5,000

In addition to the varied membership categories, individuals can donate at different levels to

the Conservancy. Also, the Conservancy has a very developed program for “Planned Giving.” Large

Donations and Planned Giving as part of a capital campaign to renovate the Nature Center and Save

Southwest Florida resulted in over $38.8 Million. The original goal of the Save Southwest Florida

campaign was $35.5 Million. Over 1,000 gifts were collected as part of this program. The new nature

center plan is shown in Figure 10.

As part of the new Nature Center, the Conservancy has developed varied “naming”

opportunities as part of the center and for individual exhibits. Naming opportunities for gallery range

from $100,000 to up to $500,000 for the Living Ocean Gallery. Exhibit Naming opportunities range

from $5,000 to $50,000.

.


FGCU/RERI Page 75

Resale Store

As part of the Planned Giving and Donations, the Conservancy of Southwest Florida has

opened a Resale Store. The new store, located at 764 9th Street North in Naples, is an upscale resale

furniture store. Donations and consignments of “gently-used” items (clothing, furniture, appliances)

are sold. The items are reduced in price by 10% after 30 days, and an additional 15% after 60 days.

Marketing

As part of informing members of the community about the opportunities and programs offered

by the Conservancy, the Conservancy has hired a new Marketing Director to direct its efforts. In a

discussion with the Center, it was stated that previously the Conservancy provided public relations;

Figure 10 New Nature Center


FGCU/RERI Page 76

however, the more proactive steps of marketing were not present. Over the last few years the

Conservancy has taken a more active approach to marketing. Part of the program follows traditional

methods of coupons and advertisements in newspaper. However, the marketing department has

expanded to be much more involved in development; e.g., giving awards, special events, fundraiser,

and creating relationships with hotels, Chambers, and the Tourist Bureaus in the Region.

Budget/Operating Income

For Fiscal Year 2009-2010, the Conservancy of Southwest Florida had operating support and

revenues of $7,607,249, as shown in Table 3.24. Expenses were $4,292,827, and total assets were

$30,423,010. The largest source of revenues and support came from individual contributions (77.56

percent) and the largest expenditure was for Environmental Science & Research at 30.43 percent.

Table 3.24 Conservancy of SW Florida: Financials 2009-2010

Support and Revenues Dollars Contributions $5,900,027 Programs $102,710 Grants $518,000 Membership $350,062 Store Sales (net) $251,973 Special Events (net) and Other $435,295 Total Income $7,607,249 Expenses $4,292,827 Total Assets $30,423,010 Liabilities $895,730 Net Assets $29,527,280 Total Liabilities and Net Assets $30,423,010


FGCU/RERI Page 77

Rookery Bay National Estuarine Research Preserve - Naples, FL

Rookery Bay National Estuarine Research Reserve, 300 Tower Rd., Naples, FL 34113

Rookery Bay National Estuarine Research Reserve and the Rookery Bay Environmental

Learning Center is located on the western edge of the Everglades on the Gulf Coast and

encompasses 110,000 acres of native habitats including pristine mangrove forest, uplands and

protected waterway. It represents a partnership program between the National Oceanic and

Atmospheric Administration (NOAA) and Florida Department of Environmental Protection Office of

Coastal Aquatic Managed Areas (CAMA). The mission of CAMA, Rookery Bay Reserve and the

Learning Center supports and compliments the purpose and focus of protecting the Florida

environment.

CAMA Mission: “To protect Florida’s coastal and aquatic resources.”

Rookery Bay Estuarine Research Reserve mission: “to provide a basis for informed coastal

decisions through stewardship, research, and education.”

Rookery Bay Reserve Education Team mission: “to deliver, rewarding experiences that

increase awareness and understanding of the value of coastal ecosystems.”

The Rookery Bay and Ten Thousand Islands ecosystem is a prime example of a nearly

pristine subtropical mangrove forested estuary. Rookery Bay National Estuarine Research Reserve

(RBNERR) is located in the West Florida subregion of the West Indian Biogeographic Region. The

total estimated surface area of open waters encompassed within its boundaries is 70,000 acres, 64


FGCU/RERI Page 78

percent of RBNERR. The remaining 40,000 acres are composed primarily of mangroves, fresh-to-

brackish water marshes, and upland habitats. Rookery Bay has a surface area of 1,034 acres and a

mean depth of about 1 meter. Salinities range from 18.5 to 39.4 parts per thousand with lower values

occurring during the wet season from May through October. Highest values occur during the dry

seasons (winter and spring) and can exceed those of the open Gulf of Mexico (35-36 parts per

thousand).

In pursuit of its mission, Rookery Bay Reserve has established multiple partnerships to promote

its mission of promoting informed coastal decisions. The Reserve partners with local, regional, and

federal educators, resource managers, scientists, and community stakeholders in a variety of ways.

A sample list of partners includes:

• Audubon of Florida • City of Marco Island • City of Naples Natural Resources • Collier County Extension /UF/IFAS • Collier County • Edison State College • Environmental Protection Agency’s Gulf of Mexico Program • Florida Fish and Wildlife Conservation Commission • Florida Gulf Coast University • Florida Sea Grant • Friends of Rookery Bay • Gulf of Mexico Alliance • Marine Industry Alliance of Collier County • NOAA Coastal Services Center • NOAA Estuarine Reserves Division • SFWMD/Big Cypress Basin • Florida Society for Ethical Ecotourism • The Conservancy of SW Florida • USFWS/Ten Thousand Islands NWR


FGCU/RERI Page 79

Rookery Bay Estuarine Research Reserve headquarters and Learning Center are housed in a

permanent structure which consists of an exhibit hall, art gallery, auditorium and observation bridge to

a snail trail, as shown in Figure 11.

Figure 11 Rookery Bay Environmental Learning Center

The Rookery Bay Snail Trail is shown in Figure 12 on the following page.


FGCU/RERI Page 80

Figure 12

Rookery Bay Snail Trail

The reserve provides multiple activities for visitors: walking trails, canoeing/kayaking, bird

watching, fishing, and camping. The center features aquariums, interactive exhibits, a nature trail

with observation platforms over water, guided kayak trips, an art gallery, gift shop, and multiple

special events. Activities that are available at Rookery Bay Reserve include:

Walking Trails: The Trails Through Time on Shell Island Road include three trails approximately ¼ mile long each. Botanical signage has been installed along the trails to assist visitors in identifying various native trees.


FGCU/RERI Page 81

Canoeing/Kayaking: The Shell Point Canoe Trail was designed to provide quiet enjoyment of up-close wildlife observation opportunities. Markers guide canoeing and kayaking enthusiasts through a watery maze of mangrove tunnels, mud flats, oyster beds and rookery islands. A canoe trail map and guide is available at headquarters.

Birdwatching: Taking a leisurely drive down Shell Island Road usually provides viewing of a variety of wildlife, especially birds. On the Briggs’ boardwalk you can enjoy a half-mile loop through rare coastal scrub, pine flatwoods and marsh habitat, where you might see eagles, hawks, warblers and more. Over 150 species of birds can be found throughout the Reserve.

Fishing: The quiet backwaters of the Reserve provide recreational anglers an excellent opportunity to catch snook, redfish, mangrove, snapper and tarpon. Anglers must comply with local, state and federal laws.

Boat Ramp: A primitive boat ramp is located at the end of Shell Island Road (use at own risk). Other boating access points near the reserve include Bayview Park and the 951 boat ramp, located just north of the Jolley Bridge.

Camping Primitive camping is permitted in designated areas of the Reserve.

Environmental Learning Center Activities

Special Tours/Field Trips/Summer Camps/Trainings- Many guided tours, topical programs and

trainings are offered upon request for special groups, schools, clubs, and summer camps. The

coastal module of Florida Master Naturalist training is offered as well.

Art Exhibit and Receptions- an art gallery combines art and science through a partnership with

the United Arts Council. New exhibits are launched with a reception.


FGCU/RERI Page 82

Daily Programs- Environmental Learning Center is open Monday-Saturday 9 AM to 4 PM

(Closed Saturdays May through October) Admission includes a daily program at 11 AM and 2 PM on

a variety of topics. Walks and presentations are led by education staff and many trained volunteers.

Off-Site Programs

Outreach Programs- Staff and volunteers offer programs to civic groups, clubs, libraries,

schools on a variety of estuarine topics.

Cultural History Walks- Walks are led by trained volunteers during the winter season at the end

of Shell Island Road and explore Calusa and pioneer local history.

Kayak Trips- An educational paddle through bays and mangrove creeks. Paddlers receive

paddling instruction and an appreciation for the unique estuarine environment and the relationship

between it and the watershed. Trips are offered weekly from June to October and bi-weekly from

November to May.

Special Events

Rookery Bay Research Reserve and Learning Center provides a number of events and activities

throughout the year. Some of the annual events are:

• Southwest Florida Nature Festival • Members’ Night • Batfish Bash for the Bay • Dive into the Ocean • National Estuaries Day • Lunch and Learn Lecture Series

Among these events, several are regarded as special signature events from which the Reserve is

known for:

• National Estuary Day (September)- Free event celebrating the productive and diverse

estuaries. Free boat and kayak trips. Touch tank, music, food, lab tours, crafts.


FGCU/RERI Page 83

• SW Florida Nature Festival (January) - A collaborative effort with many partners to provide

three days of field trips throughout Southwest Florida. Speakers and activities at the learning

center.

• Dive Into Oceans Day (April) - A three-day event. Two days of middle school field trips.

Students dive in a SCUBA tank and talk with scientists and professionals to learn about ocean-

related careers.

• Girls Science Day (April)- A special day devoted to middle school girls. Girls work with

educators and scientists to experience ways that they can excel in science related fields.

• In 2010, it was reported that that over 100,000 people visited Rookery Bay

School Programs

Estuary Explorers (4th grade)-Teacher training and field trips for Collier County Public School

4th grade students. Educators Guide includes pre-visit and post-visit activities to enhance the visit to

the Reserve. The field trips are hands-on and focuses on “The Practice of Science” and

“Interdependence” big ideas of the Sunshine State Standards.

LIFE Field Trip (7th grade)-Florida Department of Environmental Education: Learning in

Florida’s Environment (LIFE) program. The program enriches learning and instruction in life science

by conducting three place-based field experiences that connect students to the watershed they live in

(the Big Cypress Basin). Students conduct inquiry-based filed labs during three field experiences at

the Florida Panther National Wildlife Refuge, Rookery Bay Reserve and in or around their school.

Students will summarize and communicate their findings to the public at the annual Dive into Oceans

event held at Rookery Bay Reserve.


FGCU/RERI Page 84

Boat-based field trips (high school and college marine science students) - On-the-water boat

trips usually include a trawl to explore the diversity of estuarine inhabitants. Trips may include

ecology study trip to a barrier island.

Membership

Admittance to the reserve is $5 for adults, $3 for young adults, 6-12 years old, and free for under-

6 years old. Through the Friends of Rookery Bay, a number of membership levels are offered:

• Individual: $35 • Family: $65 • Contributing: $150 • Patron: $250 • Manatee: $500 • Panther: $1,000

Governance, Staffing, & Friends of Rookery Bay

Rookery Bay Reserve is under the NOAA and the Department of Environmental Protection. It

is further governed by a Board of Directors and an Executive Director. The Board consists of 15

individuals who hold monthly meetings. Essential to this support is the Friends of Rookery Bay. The

Friends of Rookery Bay is a 501 (c) (3) organization that was established in 1987 that supports the

Florida Department of Environmental Protection in the management of the 110,000 acre reserve.

The organizational functional areas of Rookery Bay are:

• Administration (5 FTEs) • Coastal Training Program (6 FTEs) • Education and Environmental Learning Center (7 FTEs) • Facilities (4 FTEs) • Research (6 FTEs) • Stewardship (5 FTEs) • Partnership (2 FTEs)


FGCU/RERI Page 85

• Intern

Figure 13 shows the organizational chart for the Rookery Bay Reserve.

Figure 13 Rookery Bay Organizational Chart

Over the last few years, through support of the Friends of Rookery Bay, the Reserve has

added a Director of Marketing and Development. It was reported that not only has the marketing

person expanded the services of the center, but has worked closely with staff to providing on-

going quality assessment of programs and events. A visitor survey was developed for Rookery

Bay and the questions are shown in Figure 14.


FGCU/RERI Page 86

Figure 14 Rookery Bay Visitor Survey Questions

• Have you visited the Rookery Bay Environmental Learning Center before? Yes or No • Have you attended National Estuaries Day before? Yes or No • How did you hear about National Estuaries Day? Newspaper/Magazine article,

Newspaper/Magazine ad, Radio, Friend, Rookery Bay newsletter, Facebook, Other • How many children under 18 are with you? 0, 1-2, 3-4, 5 or more • Are you a member of the Friends of Rookery Bay? Yes or No • How would you rate today’s event? Excellent, Good, Average, Poor • Did you go on a boat ride? Yes or No • Do you live in Collier County? Yes or No • If you are a visitor, how many days are you staying? 1-3, 4-6, 7 or more, not a visitor

Volunteers/Interns:

Rookery Bay has an established volunteer programs. The volunteers are managed and

supported through the volunteer specialist. It was reported that annually Rookery Bay had 450

annual volunteers and an additional 250 seasonal volunteers. Volunteers are regarded as

ambassadors of Rookery Bay. Also, Rookery Bay has many volunteers through service learning

hours required of students at Florida Gulf Coast University. In addition, Rookery Bay currently has

one intern.

Budget/Operating Income

For Fiscal Year 2009-2010, Rookery Bay had a budget of $1,809,263, primarily funded with

state and federal dollars. Salaries were $803,208 and the Friends of Rookery Bay raised $66,973.


FGCU/RERI Page 87

3.3 Key Informant Analysis

Key Informant Interviews

One of the key tasks of the study included nine in-depth interviews with a select group of key

informants. The key informants or stakeholders were identified with the assistance of executive team

members of Calusa Nature Center. The key informants represented stakeholders from the

government, education, non-profit, and community sectors. These individuals consisted of leaders

from Lee County, City of Fort Myers, FGCU, tourism office, and a non-profit historic home, as well as

former board and executive team members of the Nature Center.

The interviews were conducted from November 14 to 19, 2011. Each interview took

approximately one hour to complete and was conducted at either the office of the participant or at a

neutral setting. In order to ensure continuity among the interviews and consistency with responses, a

specific set of 12 questions were used (See appendix one). The questions by nature were broad and

the interviewer used exploratory techniques and an open-ended format to allow for open discussion

of the questions. Specifically the broad topics asked in the interviews included:

Purpose and Services:

What is the primary purpose and key activities of the Calusa Nature Center and how are

they doing in pursuit of this purpose? What other organizations and facilities provide similar

services and programs?

Strategy:

What are the top strategic issues that need to be addressed in the immediate future (next

year) and in the next 5 – 10 years by the Center?

Tourism/Marketing/Development:

What role do you see Calusa Nature Center playing in the future of the region in

relationship to economic development and tourism?

Who do you see as the target market of the Center and how does the Center need to

market itself?


FGCU/RERI Page 88

Strengths/Limitations

What are the major strengths of the Center and what are major limitations and barriers

on the Center to achieve its goals?

Partners/Support

What level of support should local government provide and who do you see as potential

partners of the Center in order to accomplish their future goals?

Recommendations/Future Directions

What key initiatives, services and activities should the Center undertake in the future to

accomplish its goals, and what future recommendations do you have for the Center to

achieve economic sustainability?

Overall, the interviewees were very enthusiastic about participating in the study, were very

comprehensive in their responses, and thoughtful and constructive in their recommendations. All of

the participants are highly-committed individuals who are knowledgeable about the Center and who

are dedicated to the promotion of education and the environment in the City and the County. At the

conclusion of the interviews, all data was collapsed into a single set of files and coded for

interpretation.

The coding process revealed a number of consistent beliefs and themes among the interviewees.

Below is overview of the key informants’ interviews.

Purpose and Services All of the participants collectively felt that the primary focus and purpose of the Calusa Nature

Center was education; specifically, education about nature, the environment, and to a lesser degree,

natural resources, natural history (museum), and both local and exotic species. The secondary focus

of the Center is on science (this was mentioned in regard and reference to the Center’s Planetarium).

Based on the participants' responses, the focus of this education of the environment, nature, and

science should be directed towards residents, their families, younger adults, and tourists and visitors

to the region. Many of the key informers specifically mentioned K-12 and post-secondary educational

students as being part of the educational focus.


FGCU/RERI Page 89

When asked how the Nature Center is fulfilling its mission and purpose, almost all of the key

stakeholders expressed that at this time the Center was not adequately meeting its mission.

Comments such as "mission drift" and "survival mode” were used to describe the Center’s current

ability to fulfill its stated purpose and mission. Below is sampling of some specific comments given by

the stakeholders:

They are not doing well; I feel that they have drifted from their primary mission.

The last few years they have focused on other activities that have taken them away from their primary mission.

They are in survival mode; they need programming to bring people back.

They are not currently fulfilling their mission.

Although most of the stakeholders stated that the Center is not currently fulfilling its mission, most

generally expressed that the Center had been successful in the past and had the potential to be

successful in the future. In addition, the stakeholders expressed a strong belief that the Center needs

to be preserved and used to promote eco-tourism in the region.

In regard to the question: “What other local organizations or facilities provide similar services and

programs” the stakeholders noted both private and public facilities. All of the stakeholders cited Six

Mile Cypress Slough Preserve as a comparable facility, especially in regard to environmental

education. Others facilities and programs mentioned by the stakeholders included: Conservancy of

SW Florida; Ding Darling National Wildlife Refuge; Sanibel/Captiva Conservancy; and Manatee Park,

as well as Rookery Bay and CREW. Although the stakeholders cited these other facilities as

comparable to the Center, they generally expressed the uniqueness of the Calusa Nature Center &

Planetarium and the multiple resources that are available and provided by the Center.


FGCU/RERI Page 90

Strategy

All of stakeholders expressed the importance of keeping and retaining a competent

experienced staff, in the form of both paid staff and volunteers. Other often-cited immediate needs

were making necessary infrastructure changes to the interior and exterior of the center and updating

current events, as well as developing new events. Finally, immediate strategic needs mentioned by

the stakeholders included promoting positive Center public relations and working to not only keep

current donors and members happy but getting new donors and members.

Longer term needs (3 – 5 years) cited by most all of the stakeholder respondents were to

develop plans to regularly improve and restore infrastructure and develop mechanisms for future

capital projects; e.g., building maintenance and improvement, boardwalk, parking, etc. The

stakeholders also said that the management and the board need to create strong management

systems which can hire and keep necessary staff. In addition, the Center needs to develop on-going,

consistent cash flow with a continued focus on membership, capital campaign, and linkages with

businesses for support and donors. Finally, in order to ensure the continued survival of the Center,

beyond physical site changes, the Center needs to protect the watershed and there needs to be

renewed focus on land management and some type of plan to restore the hydrologic conditions of the

cypress lakes. Without this type of restoration, one of the stakeholders felt that the ecology of the

system from which the Center evolves will not survive.

Some selected comments from the stakeholders include:

The Center needs a solid, proven leader to lead the organization;

They need to improve public relations with their members if they want to keep them;

Their immediate, short, and long term strategic need is funding, funding, and funding;

They need key individuals from the community that can help and support the Center;


FGCU/RERI Page 91

There needs to be a focus on the mission and vision of the Center;

Need a plan to reach out to the old donors and the new generation;

The Center needs to develop ties with local businesses and local government for support;

Develop partnerships with key groups and individuals; and

Protect the watershed; it is their mission.

Tourism/Economic Development

All of the participants felt that the Calusa Nature Center had both direct and indirect

contributions to the local economy and the community. Several of the stakeholders expressed the

view that the Calusa Nature Center was part of the overall package that would attract new businesses

relocating to the region (it was expressed that the Calusa Nature Center and other such eco-friendly

centers would be an attraction for professionals and their families). When asked who are the

Center’s “target market,” all participants stated the Center needed to partner and work with the local

educational systems, both public and private, as well as with home schools. Other target markets

should include: local families, tourists, longtime residents (who grew up with the Center), university

programs, and local businesses, as well as communities such as local golf communities and local

housing associations.

In regard to the way the Center could market itself, the responses were many and varied;

however, all stakeholders said the Center needs to develop arrangements with the local educational

system, through partnerships, field trips, and outreach educational programs. Beyond these

educational partnerships, many of the stakeholder respondents cited the Center's need to partner

with other sites, non-profits and government to be part of an educational and science tour of the

environment and science; e.g., Imaginarium, Edison Ford Estates, etc. The stakeholders also said


FGCU/RERI Page 92

campaigns need to be developed that bring back the families that used to be associated with the

Center, as well as attracting new families and others to come. A few of the stakeholder respondents

noted the importance of the Center's focus on natural science and the Natural History Museum and

the Planetarium. It was expressed that there were opportunities to follow-up not only with families

visiting this part of the Center, but also to form alliances/partnerships with local partners with natural

science types of focus; e.g. FGCU Observatory, Edison Ford Estates, etc.

Some of the suggested marketing strategies to attract new customers and bring back old

customers could be accomplished through their regular events, but also using press releases, letters,

networking, mailing, social media (Facebook, Twitter), etc.

Selected comments included:

Calusa Nature Center can be the destination for eco-tourism for the Region;

The Center could be part of a trolley tour that shows residents and visitors the ecological

beauty of our region;

The Center through its education can touch our children who will be the leaders of

tomorrow;

The Center needs to improve and change old events and offer new events;

They should regularly promote themselves through regular press releases;

Need to re-establish relationship with old donors and supports – develop "friend raising;"

They can’t forget their loyal customers for so many years;

Stay in touch with their families and their children; and

Older patrons can name the Center to be included in their will and their children can be

future patrons and sources of future charitable giving.


FGCU/RERI Page 93

Strength & Limitations

The key informant (stakeholder) respondents cited numerous strengths of the Center and also

several limitations and barriers. The most frequently-cited strength beyond the natural beauty that

surrounds the center was its history and its sense of legacy in the region. One stakeholder

mentioned that the Nature Center was truly a jewel and that it for several years was cited as the

number one Nature Center in the State by Florida Trends Magazine. Another strength is its

overall physical location; the fact that it is a 105-acre “oasis” in the middle of an urban sprawl.

Another strength included the Planetarium and Science program, especially the director of the

Planetarium and her ability and expertise, as well as the Natural History Museum (it is the only

one in the region). In addition, a further strength lies in the uniqueness of the Center when

compared to other nature centers. Specifically, beyond the Planetarium, it has small animals, has

an animal refuge, and an animal sanctuary, and its museum houses exhibits that are one-of-a-

kind.

Although numerous strengths were presented to differentiate the Center from its competitors in

the region, numerous limitations, barriers and constraints were also cited. The first and foremost

was funding. This was regarded by all respondents as a critical limitation and constraint of the

Center. However, also frequently cited was what the stakeholders respondents said was the

Center's “lack of leadership and organizational structure" over the last few years. Related to this,

many of the stakeholders said the Center had no clear chain of command, lacked a cohesive

strategic plan, and there was a disconnect with board and operational management. Other

limitations and barriers included its lack of follow-through with staying in touch with its patrons,

and mishandling its volunteer base. Although some of the stakeholder respondents felt the

animals and the animal sanctuary were an asset of the Center and differentiated it from other


FGCU/RERI Page 94

Nature Centers, several of the stakeholders commented that it detracted from the focus of the

Center and was often not maintained (empty exhibits, bad smell in Museum, etc.). Several of the

stakeholder respondents said that animals do not belong in the museum. Finally, a major

limitation cited by a number of the stakeholders was the physical infrastructure, which was

expressed as both an immediate and long-term concern. It was stated that in the short term, the

run-down state of the Center resulted in a bad impression for its visitors, both old and new. In the

long term, it will present a very significant financial challenge for the Center.

Selected comments regarding the limitations of the Center include:

They have financial limitations;

They need leadership and a clear chain of command;

There is a lack of stability and strategic focus at the Center; they have to stop the turnover;

The Center needs to be kept up; I brought a friend there and my impression, as well as his

was this place is not kept up (it is a dump);

They need to stay in touch with people, including volunteers; they are losing potential

donors;

They anger volunteers thus not only losing their service but the opportunities for future

donors;

Exhibits are empty and there is a smell of foul smell of animals in the museum;

Take the animals out of the Museum; and

Don’t duplicate services offered by CROW


FGCU/RERI Page 95

Partners and Support

All the participants agreed that it was essential that the Center establish positive partnerships

and ensure on-going support, be it financial or in-kind from others. When asked about local

government and what role it should play, the stakeholders' responses varied from a) local government

could provide some support and serve as a partner of the Center, to b) local government could

facilitate and provide in-kind support and assistance to the Center, to c) one of the respondents

saying that government should not be involved at all in the workings of the Center. Ideas regarding

this relationship included that the Center could be a stop on established tours for eco-tourism, to

becoming a informal partner with public facilities where discount booklets and information about the

Center could be provided to visitors, to establishing formal ties to select public attractions.

Respondents also suggested that the government could provide in-kind type of services such as

assisting the Center with grants and funding opportunities, as well as assisting the Center in other in-

kind ways such as facilitating and/or waiving fees for remodeling or development. Although the issues

of the extent of formal or informal relationship with government were varied among the stakeholders

respondents, there was no debate or disagreement among the stakeholders with the Center’s need to

re-establish working relationship with the school board. It was also pointed out that the local

government does contribute to the Center by providing a lease to the land for $1.

Beyond local government, the respondents were asked with whom the Center should partner. In

response to these questions, the stakeholders cited numerous partners that could be involved with

the Center. Partners included the business community, educational institutions (FGCU, Edison

State College, and Hodges University), local community groups (mentioned were groups such as the

Uncommon Friends, Friends of the Slough, etc); local public and non-profit nature centers or groups

(Imaginarium, Edison Ford Estates, SW Florida Museum), and groups such as Scouts, Women’s


FGCU/RERI Page 96

League, etc. Also, mentioned was partnerships with local community associations (housing and

condos), hoteliers, convention bureau, etc.

Recommendations for key initiatives, services/activities and the future

The stakeholder respondents generally supported the activities conducted by the Center;

however, they almost all felt that due to a type of “mission drift” the last few years, the Center needed

to refocus its efforts and initiatives on education (the primary mission and vision of the Center).

Coupled with maintaining the mission and vision of the Center, the other most important initiative

expressed by the stakeholder respondents was to obtain on-going funding to support the Center’s

current and future operations.

Other often-cited initiatives and activities were for the Center to focus on creating new events,

but very importantly they should not neglect the old events that have been successful (they need to

make sure they get better). As part of developing programs and activities that will support fundraising

and creating an on-going revenue stream, stakeholder respondents said the Center must re-establish

and re-engage old donors and create events and activities that will recruit new donors. One

stakeholder suggested that the Center develop a group similar to the Friends of the Slough, but it

should be termed the “Friends of the Center” or something similar which could help with membership

and develop sponsorships. Another suggestion was for the Center to obtain a wine and beer permit,

thus allowing the Center to serve alcohol that would support special onsite events. Several of the

stakeholders mentioned renting out facilities from the Center. Currently, the Ion House is rented out

but this should be done more often. Also, it was suggested that rentals of the museum could be a

source of revenue. Several stakeholders spoke about establishing passport programs which would

create ties with other organizations; e.g., Edison Ford Estates, Imaginarium, Captiva Cruises, Tarpon


FGCU/RERI Page 97

Bay Explorers, etc. In support of such passport programs, the Center should establish an active

relationship with Tourists Bureau and with Lee County Convention Bureau in order to develop new

network opportunities. A few of the stakeholders who noted the importance of the science

component of the Center expressed the view that a more formal partnership with Edison Ford Estates

could benefit the science focus of the Center. Finally, numerous stakeholders also said that the most

important first step in this process is the study that is now being done.

Summary

The stakeholders gave many recommendations which the Center might consider or follow in the

future. These recommendations involve both operational and external activities. Below is listing of

the cited activities as presented by the stakeholder respondents.

Hire proven leaders and recruit key stakeholders to serve on the board;

Develop strategies and programs consistent with Center’s vision and mission;

Develop educational programs that use mediated technology of the 21st century to educate the

public;

Re-establish partnerships with public and private educational systems;

Develop internships and other relationships with higher educational institutions such as

shared activities;

Implement initiatives to improve current facilities and infrastructure;

Increase admissions for events and review structure of membership statuses;

Enhance and support old events but also create new events;

Organize groups to raise funds;

Create Passport Programs with other tourist attractions in the region;


FGCU/RERI Page 98

Create links and establish relationship with local chambers and tourist offices;

Obtain wine/beer permit for special events held onsite;

Establish a relationship with the City and County to be part of eco-tourism;

Conduct marketing programs and campaign via press releases, mail, and social media sites;

Consider establishing formal partnerships with established groups; e.g., Uncommon Friends,

Women’s League, Friends of the Slough, etc.;

Establish stable sources of funding;

For science focus, partner with Edison State College, Florida Gulf Coast University, and others

for a night observing the stars;

Re-establish relationship and re-engage donor base, as well as developing new donor

opportunities;

Conduct Capital Campaigns;

Hire proven consultant to assist in fundraising;

Develop partnerships with both public and private entities; and

Protect the watershed and initiate efforts to restore ecology of the region.


FGCU/RERI Page 99

Board of Director’s Survey As part of the key informant analysis, a short survey was given to all board members to

complete. As noted in the methodology section of this report, the survey contained six questions and

was emailed to all members of the Board. The common themes found in their responses based on

questions asked are listed below:

1. What is the Calusa Nature Center’s primary purpose?

The primary purpose and overriding theme stated by the board for the Calusa Nature

Center is “education.” Specifically, it was felt that the Center’s purpose is to educate children,

adults, and others within the region on nature, earth, science, and the local environment.

Second to education and closely related was a theme of serving the community.

2. How is the Calusa Nature Center doing in fulfilling its purpose?

The responses to this question varied from average to falling short of meeting its

purpose. Much of the reason as cited by the responding board members was lack of

resources, however, also the lack of consistent leadership and consistency in members of the

governing board was also noted.

3. Are there other local organizations or facilities providing similar services?

The board members provided a variety of local organizations and facilities that provided

similar services. A sampling of these facilities were: Six mile Cypress Slough Preserve,

CREW, Edison Ford Estates, Shy Wolf Sanctuary, Corkscrew Swamp Sanctuary, Rookery

Bay, Shell Factory Nature Park, Rutenberg Park, Imaginarium, etc. However, it was noted that

many of these facilities, although providing some similar services, varied in focus and type of

organizational ownership.


FGCU/RERI Page 100

4. What are the top strategic issues that need to be addressed by the Calusa Nature Center? Over the next year? Next five years? Next 10 years? ( List as many as you need and rank them if possible)

The board was very open in its responses to this question with the primary variance

between the board members being the time frame that the strategic issues should be

addressed. When looking at the next year, most of the board members stated that there is an

immediate need for staff and support personnel, as well as funding and capital to operate.

When looking at the short and somewhat longer term of five years, capital and financing

were key concerns, however, having a united, qualified, and interactive board was also a high

priority. Other short and long term needs were facility upkeep, administrative reorganization,

marketing, branding, fundraising, developing a volunteer network, redesign of old exhibits,

having new and improved exhibits, development of partnerships, and having a Naturalist

Program.

5. What are the major strengths that the Calusa Nature Center brings to achieve and accomplish its future goals? The board cited a number of strengths that Calusa Nature Center has in order to

achieve success in the future, most notably its location and physical property. Other noted

strengths are its history in the region and its people.

6. What are the major limitations, barriers, or constraints on the Calusa Nature Center to achieve and accomplish its future goals? The board listed a variety of limitations or barriers that prevent it from meeting and

achieving its goals now and in the future. As expected, the most frequently-noted barrier

mentioned by the board members is financing. This was followed by issues surrounding a lack


FGCU/RERI Page 101

of consistent leadership and decreased participation, which included board members and

volunteers. It was also noted that the Center lacked a sense of focus and purpose and several

of the board members cited decrease morale and lack of staff as major barriers and

constraints.

7. What key initiatives would you suggest that the Calusa Nature Center undertake? (Please rank the initiatives) The board noted numerous initiatives that needed to be undertaken by the Center. They

ranged from need for a reorganization, to new exhibits, to developing partnerships.

Below is list of some of the key initiatives cited by the board members responding to the survey:

Find a Director that has the ability to build and sustain CNC&P membership as well as working with board members, staff members, sponsors, foundations and strategic partners to support our vision with their time, talents, and money;

Need productive board meetings with agendas, goals, and assigned actions;

Reach out to elementary, middle and high schools to rebuilding a relationship for outreaches and fieldtrips;

Rotation of exhibits 2012 based on Junior Welfare League Suitcases;

Ask for emails when visitors check in so if they are not members we can contact them with events;

Get an article done on our Nature walks and then market to assisted-living facilities and local senior Groups;

Work with FGCU on internships and volunteer hours for students majoring in marketing, education, environmental studies, and water/wetland/marine management;

Photo Contest- Have Class/Classes in nature photography. Then have people turn in photos for the photo contest taken at the CNC&P. Categories for children, adults, animals, nature scenes, etc. Then have winners displayed in the museum and on line and have community vote for best all around. Use photos for CNC&P calendar and reprints;

Animal of the month- on news, on website, Facebook, newspaper and part of the daily presentations. Give their name, talk about where they live, what they eat, how they came to CNC&P, favorite treats and toys, how much it costs us to feed them for a month. Hoping this will help with donations each month;


FGCU/RERI Page 102

Work with local educational institutions to be incorporated in their curriculum and develop a

predictable reoccurrence of attendance from individuals at these institutions;

Develop a marketing strategy specifically to attract new members, past members, and maintain existing members;

Create a different “attraction” for a limited period of time (i.e. exhibits that change on a regular basis; educational events developed with the community);

Better utilize the Planetarium. Invite guest lecturers, have mini-events (small groups) throughout the year for specific astrological events. Continue with the movie series, but try to tie them in with other events at the Planetarium (if we show Star Trek we should have a lecture or a series related to space travel, the future of space programs, etc);

Go after more grants;

Take better advantage of resources available;

Promote the Junior Naturalist Program;

Develop ways to be part of STEM;

Mount a focused, well-constructed fundraising campaign to secure the needed financial resources to accomplish short-term improvements in staffing and facilities;

Formalize arrangements and agreements for student learning opportunities from/with FGCU students; and

Partner with the Tourism Development Council, to be a valued local resource in their constellation of local attractions that receive wide marketing and publicity.


FGCU/RERI Page 103

3.4 Community Economic Impact

Policymakers, industrial officials, and others often need information on the total economic

impacts of retaining, adding or restructuring a business or cultural center in the community. The

overall community economic impacts include not only the direct effects on expenditures and

employment on the Calusa Nature Center & Planetarium but also the indirect effects on creating

additional demands for output and employment by other local firms that would supply the Center and

its visitors with services and output. There are also induced economic effects created by the income

expenditures of the employees of the Center and their suppliers for items such as housing and other

consumption items. The study assumes that the employees are hired at the start of the respective

years and will be working and living in Lee County. The economic model used is IMPLAN,

Professional version 3®. This is a respected economic impact model and has been widely accepted

for these types of studies at the federal, state, and local levels. The results presented are restricted

to impacts for Lee County but the benefits would be expected to support surrounding counties as

well.

Results of Impact Analysis

The overall community economic impact of the Calusa Nature Center & Planetarium is shown

in Table 3.24 and is based on the FY 10-11 expenditures. The direct effects are the expenditures

and employment of the Nature Center. The indirect effects are the additional output from doing

business with the Nature Center and are estimated to be $139,373 and 1.0 additional employees.

The induced economic impact is the result of higher income levels and the spending on consumer

goods. The additional induced impact of Nature Center expenditures is $154,679 and an additional

1.3 employees. The overall community impact of the Nature Center is estimated to be $705,864 and


FGCU/RERI Page 104

7.5 employees. This includes the direct, indirect and induced economic impacts. The overall

economic impact to Lee County and the region would be expected to rise with the overall

expenditures of the Nature Center.

Table 3.25 Overall Community Economic Impact

Lee County

Measure Direct Indirect Induced Total Output (2011 $) $411,812 $139,373 $154,679 $705,864 Employment 5.2 1 1.3 7.5


FGCU/RERI Page 105

4.0 CRITICAL RISKS AND CHALLENGES

There are many challenges for the Calusa Nature Center in the future. Based on the analysis

for this study, a list of what could be described as the most critical risks and challenges is

presented.

Developing a Consistent Vision, Mission, Sense of Purpose, and Multi-year Business Plan

Although the Calusa Nature Center has had a defined purpose and vision, it was reported by

many of the key informant (stakeholder) respondents that the Center has lost or at least drifted

from its vision, mission, and sense of purpose. Therefore, one of the most urgent and important

challenges is the need for the Calusa Nature Center is to revisit its vision and mission and develop

a strategic plan including a multi-year business and action plan. Hiring a qualified, experienced

professional who can guide the Center and engage the board of directors will be a critical step in

this process.

The Center should explore potential partners that could assist as a parent or support

organization. The Center needs to grow its reputation, events, programs, visitors, members,

sponsors, and revenue stream through time. It will be critical that the visitors, members,

volunteers, sponsor, staff, and board of directors have an overall experience that is positive and

improving throughout the business plan period. A multi-year business plan including annual

milestones will need to be developed that is consistent with the strategic plan. The Center will

need to generate increased revenues to support the changes while building the Center's

reputation as an educational asset. It is said that understanding and establishing a common

vision and mission not only defines what the purpose of the organization but also promotes shared


FGCU/RERI Page 106

expectations among the many stakeholders, both in and outside the organization and the

community.

Image, Perception, and Marketing

Closely related to developing its vision and purpose is repairing its image and perception

among those who have known and worked with the Center in the past. Thus, a critical challenge

reaching out and to educate the community, schools, and others about the many benefits and

services of the Center. A key part of this process is regular, proactive communication with

visitors, members, media, sponsors, partners, and support organizations about the programs,

events, shows, and classes using the website, email and social media.

Similar to the developing collaborations and partnerships in the science and nature

community, an equally important challenge is developing a shared message and messenger to

coordinate and promote ecotourism throughout the region.

Flexibility and Accountability

It is critical that the Board of Directors hold the executive director accountable for the operation

of the Center and does not try to control day-to-day operations. The business plan will set

operational targets that should be tracked monthly and reviewed by the staff and board. It is likely

that some adjustments to the business plan will be necessary based on the success or failure in

meeting the operational targets.

The Board of Directors will need to include a mix of business and educational leaders who can

help guide the strategic direction of the Center. Secession planning for the staff and the board of

directors can help to limit the impacts of personnel changes on Center.


FGCU/RERI Page 107

Volunteers and Donors

A frequently-cited advantage of the Center by the key stakeholders was the history that the

center has with the public and families in Southwest Florida. However, this has become a double-

edged sword. It is critical that the Center reestablish itself with the community and visitors to the

region. This involves repairing past relationships and creating new bonds and ties. The Center

will need the services of an experienced fundraiser.

The Center will have to develop a consistent, reliable, and rewarding volunteer network that

has a high annual retention rate. Reaching out to the schools, colleges, and universities is one

means, however, developing supportive partnerships and relationships with various groups and

organizations will help support these efforts. These efforts will involve an overriding focus on

“customer service."

Facilities and Site Planning:

Current challenges to the Calusa Nature Center is deterioration of the buildings infrastructure

and boardwalk. Therefore, critical to the success of the Calusa Nature Center is to respond to the

critical challenges. It is essential that the Nature Center presents itself as a safe and ecstatically

pleasing environment for guests to visit. The business plan should include plans for maintaining

and upgrading the facilities as well as plans for new exhibits and programs.

Education and STEM

Critical to the success of the center is developing programs that can feed directly into the

STEM programs in the local educational institutions. These ties can be facilitated by key

supporters from the community.


FGCU/RERI Page 108

In summary, the Calusa Nature Center & Planetarium has a strong heritage and legacy in

education. It is the authors hope that this study will help to bring about a consensus on the

changes that will allow the Center proper and continue its important educational mission.


FGCU/RERI Page 109

REFERENCES

Byrd, Norma, Director's Guide to Best Practices, Examples from the Nature and Environmental Learning Center Profession, Association of Nature Center Administrators, Dayton, Ohio, 2000. Conservancy of Southwest Florida, 1450 Merrihue Drive, Naples Florida 34102, (239) 262-0304, www.conservancy.org. Foster, Charles Edgar, "A History of the Calusa Nature Center and Planetarium, 1963-1997, provided by Calusa Nature Center, 3450 Ortiz Avenue, Fort Myers, Florida 33905, (239) 275-3435. Rookery Bay National Estuarine Research Reserve, 300 Tower Road, Naples, Florida 34113, (239) 417-6310, www.rookerybay.org. Six Mile Cypress Slough Preserve, 3410 Palm Beach Blvd. Fort Myers, Florida 33916 (239) 533-7275, www.leeparks.org/sixmile. South Florida Science Museum, 4801 Dreher Trail North , West Palm Beach, Florida, 33405, (561) 832-1988, www.sfsm.org South Florida Museum, 201 10th Street West, Bradenton, Florida 34205, (941) 746-4131, www.southfloridamuseum.org. 2009 Museum Financial Information

, American Association of Museums, Washington, D.C., 2009.


FGCU/RERI Page 110

APPENDIX


FGCU/RERI Page 111

APPENDIX A:COMPARATIVE BENCHMARK INTERVIEW QUESTIONS

1. Center and/or Museum:

a. Purpose b. Facilities/building/living exhibits/planetarium/board walks/nature trails

Can you provide additional information, pictures, brochures beyond those on website

2. Facilities and Hours of Operations

a. Age of establishment? b. Hours of operation/Days/Holidays? (should be available from website)

3. Attendance and Events

a. Attendance

i. Paid attendance? (i.e. 20,000 per year) ii. Free attendance? (i.e. 5,000 per year) iii. Attendance by school groups?

b. Do you change exhibits often or use traveling exhibits? c. Living exhibits? What are they? How do they display them? Tied to other exhibits (tell

story?) Cost?

4. Vision/Mission/Strategic Plan/Business Plan (get copy if possible) a. What is the vision? Mission? b. Do you have a business plan? c. Do you have a strategic plan? d. How often has it been changed and how regularly do you strategic planning sessions?

5. Governance/Board/Management/Staffing

a. Board of trustees/directors? Describe? Number? Meetings? Makeup? Responsibilities? Terms for board members (such as 3 years), Selection process? Background of Board members? Their involvement in Strategy and Decision Making.

b. Management/Positions? Responsibilities? Divide up responsibilities? c. Staffing? (number of full-time and part-time paid staff, qualifications, and function) d. Volunteers (average number, seasonal volunteers, responsibilities, rewards,

connections to high school, college, university? )


FGCU/RERI Page 112

6. Parent, support, or auxiliary organizations? (Describe role and level of support)

7. Admission and Memberships (types, number, and costs? Should be able to get some of this from the website)

a. Admission charges and discounts? b. Individual and family memberships? c. Corporate memberships?

8. Marketing

a. How do you get the word out about your Center/Museum? b. Who do you partner with for marketing? Convention Bureau/other attractions? c. What is your marketing budget?

9. Planetarium (if present)

a. What system do you currently use? Sptiz or MediaGlobe? b. How often do you provide shows in the planetarium? c. Do you charge extra for the planetarium? Revenue? d. What percent are moves versus planetarium shows? e. What is the staffing for the planetarium? f. What are the qualifications of the staff serving the planetarium? g. What does it cost to operate a planetarium? h. Capital expenditures? i.

10. Operating income Level ($500,000 or $1,500,000?) a. Sources of income (required by IRS for most non-profits, see if you can get number or if

not percent from these sources) i. Government (local, state, federal? grants, appropriations, contracts for services) ii. Private (charitable income: individuals, foundations, corporations) iii. Earned Income (providing goods and services such as admission, food, store

sales, building and facilities rentals, fairs, festivals, programs, rent facilities, and educational activities)

iv. Investment income (Capital gains, dividends, and interest)

11. Operating Expenses a. Museum related expenses (educational programming, exhibits, collections care, and

research)? b. Management and general (management and general expenses such as staff, legal

services, accounting and office management) ? c. Fundraising (soliciting contributions, gifts, and grants)?


FGCU/RERI Page 113

12. Capital Expenditures and Endowments a. Have you made some significant capital expenditures? b. Do you have an endowment? c. Are the funds from the endowment restricted?

13. Open Question? What other items that we did not cover that are important to your

success?


FGCU/RERI Page 114

APPENDIX B: KEY INFORMANT INTERVIEW QUESTIONS

PURPOSE/ROLE/COMPETITIVE SERVICES

8. What is the Calusa Nature Center's primary purpose? (make sure that you follow-up with getting the respondent to include what they see as key activities and services that are provided by Calusa Nature Center)?

9. Follow-Up: How is the Calusa Nature Center doing in fulfilling its purpose?

10. What do you see as other local organizations or facilities provide similar services and

programs? (Six Mile Cypress Sough Preserve?) (Direct Competition and for where benchmarks could be developed)

STRATEGY

11. In your opinion, what are the top strategic issues that need to be addressed by the Calusa Nature Center? Over the next year? Next five years? Next 10 years? ( List as many as you need and rank them if possible)

TOURISM/ECO DEVELOPMENT

12. What role do you see Calusa Nature Center playing in the future of the region in relationship to a) economic development b) culture and tourism in SW Florida

13. Who do you see as the target market of Calusa Nature Center (please list; people groups, agencies, centers, age, background, etc)

14. In your opinion, how does Calusa Nature Center need to market itself to this/these markets (what are ways and methods they need to use, key stakeholders that need to be included, etc.)?

STRENGTHS/LIMITATIONS

15. In your opinion, what are the major strengths that the Calusa Nature Center brings to achieve and accomplish its future goals?

16. What are the major limitations, barriers, or constraints on the Calusa Nature Center to achieve

and accomplish its future goals?


FGCU/RERI Page 115

SUPPORT

17. What level do you think local governments should play to support the Calusa Nature Center? (how and by what means should they do this, grants, fundraising, endowments etc)?

18. Also, who do you feel Calusa Nature Center should partner with (key stakeholders, organizations, groups, etc.) in the future to accomplish their future goals?

19. What key initiatives would you suggest that the Calusa Nature Center undertake? (Please rank

the initiatives) and Ask for what type of services and activities do you think could and should be provided by Calusa Nature Center to contribute to their economic sustainability?


FGCU/RERI Page 116

APPENDIX C: CALUSA BOARD SURVEY

Calusa Nature Center Benchmark Study Board of Director Questions

The FGCU study team would like to get information from the current Board of Directors that will help with the benchmark study. The results of this survey will be summarized (not indentify individual responses) in the study report and will hopefully set the stage for further discussion and planning once the benchmark study is complete. Please return your survey response by the next Board Meeting on November 11, 2011.

1. What is the Calusa Nature Center's primary purpose?

2. How is the Calusa Nature Center doing in fulfilling its purpose?

3. What are the top strategic issues that need to be addressed by the Calusa Nature Center? Over the next year? Next five years? Next 10 years? ( List as many as you need and rank them if possible)

4. What are the major strengths that the Calusa Nature Center brings to achieve and accomplish its future goals?

5. What are the major limitations, barriers, or constraints on the Calusa Nature Center to achieve and accomplish its future goals?

6. What key initiatives would you suggest that the Calusa Nature Center undertake? (Please rank the initiatives)


FGCU/RERI Page 117

APPENDIX D: 2010 STRATEGIC VISIONING SESSION

Strategic Visioning Session

The Calusa Nature Center in September 24, 2010 had a strategic visioning retreat. The

Strategic Visioning Session was conducted at the Iona House and facilitated by Dr. Joe

Mazurkiewicz, a consultant from Cape Coral. The session was approximately 2 ½ hours in duration

and 8-10 board members, as well as the former director attended. It was noted that, although the

staff was encouraged to attend, no staff attended this session.

The focus of the session was on developing vision and mission statements for the Center and

performing a SWOT where internal strengths and weaknesses, and external opportunities and threats

were identified. Below is findings from this session in September 24, 2010.

Calusa Nature Center Strategic Visioning Session September 24, 2010

Draft Report Playground – Where are we going to play: Three concentric rings, Lee County, Southwest Florida Region (Five County Area), Global. Today’s activities focused on Lee County External SWOT – Strengths, Weaknesses, Opportunities and Threats Strengths

1. Natural environment 2. Demographic is reoccurring and younger 3. Economy 4. Leisure 5. Volunteers with passion 6. Green Movement

From Stakeholders 1. Location – Near I-75 and a busy intersection, easy access 2. Electronic messaging sign 3. Strong web presence 4. Strong outreach presence 5. 40 year legacy 6. Central location 7. great weather – no snow 8. lots of natural areas with unique wildlife, and beaches


FGCU/RERI Page 118

9. part-year residents and tourists with money to spend 10. generations of school children have a good memory of the place 11. so do their parents 12. quite a few volunteers throughout the years 13. Nothing like the Center in our area 14. Price is still affordable for most 15. Notoriety for bringing environmental education to the forefront 16. Large number of adults learned about environmental education at the Nature Center and now

their children are coming (a tradition of learning that spans generations) 17. The environmental/green movement continues to move forward locally, nationally and globally 18. central location with visibility for travelers in Ft. Myers, Lehigh and the Cape 19. Longevity and subsequent recognition 20. LOYAL base of supporters 21. General goodwill of community 22. We have many families in the community 23. We have many schools in the community 24. We are still having growth in the area 25. Historical strong community support. 26. Many community leaders have been on the board 27. 99 year lease with City for $1 per year

Weaknesses

1. Economy 1. Demographic (transplanted) 2. Competition 3. Non-sustainable community

From Stakeholders 1. Entrance unappealing 2. Sign at entrance is dirty 3. Many people in the community don’t know about Calusa 4. Confused Brand 5. Customers may feel overcharged, relative to the value of their visit and the limited

interaction with staff 6. Weak economy and housing market have hit this area hard 7. Too much rain and too hot in summer 8. Tourism is down right now 9. Partners in the formation have faded away 10. No corporate sugar givers 11. 11. Bright and glittery other entities serve to dissipate support 12. Competition 13. Economy 14. Marketing 15. Community has not seen the Center improve over time (been there/done that mentality) 16. Perception and (before recent improvements) look of stagnation 17. The Center has always operated on a hand to mouth shoestring budget (always in

begging/crisis mode) – perception can’t sustain itself so it’s a losing cause


FGCU/RERI Page 119

18. Community perception a. Still haven’t shaken the “tired” (old, run-down) image b. Important people don’t know CALUSA even though both have been around for a

long time 19. Lack of respect from related entities 20. SMALL base of supporters 21. The summer is very hot and slow 22. Conservation isn't at the top of community leader's list 23. The school system lacks funds to pursue field trip education 24. Local economy is in a recession. Even if people wanted to give, they may not be able

to give much 25. Calusa Nature Center is not as well known as it was. 26. More competition from Imagenarium and Six Mile Cypress facility

Opportunities

1. Growth in Tourism market 2. Internet 3. Diversification – land use and economy 4. Unmet needs in environmental education 5. Economy – causing staycations 6. Water shortage credits 7. Unmet needs to understand who we are and where we came from

From Stakeholders 1. TV (during news?) or radio spots with helpful tips about wildlife 2. Float in Edison parade, beach parade, etc. 3. Expanded public and private school outreach, email teachers 4. Many people in the community don’t know about Calusa 5. Must better define our brand/niche 6. Many potential partners not yet taped/engaged 7. Lots of retirees in the future moving here as America ages 8. Foreign investments creating more money for the area 9. More industrialization across the world means more people seeking out the joys of

southwest Florida 10. Relatively low public cost for the public benefit 11. A relatively high profile place for return on PR dollar 12. Good transportation linkages 13. Partnerships with area businesses 14. Partnerships with the schools 15. Partnerships with other area Non-Profits 16. Community groups and individuals continue to help 17. Lots of opportunities to build partnerships 18. New gated communities in the area – potential volunteers and partnerships 19. Location, location, location 20. Unique: Planetarium 21. Large, not-pristine site 22. Summer is a great opportunity to get community involvement


FGCU/RERI Page 120

23. Trade and barter can be very successful 24. New businesses can be helpful 25. Wonderful product that when people experience, they love. 26. Oil spill gave us some exposure. We can help animals and provide valuable service. 27. Community is growing around CNCP. We can reach out more to our immediate

neighbors. Threats

1. Energy 2. Internet 3. Economy 4. Climate change 5. Government and personal debt 6. Aging demographic 7. Loss of Mom and Pop businesses 8. Failure to change

From Stakeholders 1. Current economy 2. Cost of advertising 3. CNC&P is overlooked as a desired location 4. The people in a position to refer guest (front desk staff at hotels ect.) are not aware of

the CNC&P 5. We became irrelevant 6. Possibility of hurricane hitting us 7. Tourism slowdown due to economy, terrorism, or environmental disaster 8. Pollution, decrease in the number of native species, and the introduction of invasive

exotics 9. Easy to cut from support budgets 10. Further road widening destroys the outdoor experience 11. More lighting will further degrade the site quality 12. Other venues offering special pricing & discounts 13. Previous staff trying to take customer base 14. Lack of interest from the community 15. Many other environmental organizations in the area that have advanced (new facilities

and programs) – CROW, Randall Research Center, Ding Darling, Rookery Bay, Corkscrew Marsh, 6 Mile Cypress Slough, etc.

16. Never enough money 17. Current economy 18. Well-funded local competition

a. Six Mile Cypress Slough (LC Parks and SFWMD – taxes!) b. Conservancy

19. LC Parks and Rec (incl. former CNCP staff with competing agenda) 20. The greater Economy 21. The golf club surrounding us


FGCU/RERI Page 121

22. Lack of funds for operations/growth 23. Health of our swamp and wildlife 24. Light pollution as area grows around CNCP. 25. Invasion of non-native plants. They need to be eradicated

Internal SWOT – Strengths, Weaknesses, Opportunities and Threats Strengths

1. Location and size of campus 2. Sense of place 3. Planetarium 4. Staff 5. Fiscal conservatives – managers 6. Board 7. Identity as educational program 8. Volunteers

From Stakeholders 1. Employees and regular volunteers want success 2. Great website, informative and attractive 3. Melinda 4. Volunteers 5. Dedicated staff 6. Small core of dedicated Board Members 7. Location 8. Hard-working staff 9. Our flexibility in customizing programs and meeting the needs of customers 10. Ability to “make do” with very little 11. Can do attitude 12. Good site design 13. Site has more opportunities in use 14. Executive Director 15. Staff 16. Volunteers 17. Planetarium and media globe 18. Have existing buildings, pavilions and meeting areas 19. Extensive hiking trails 20. New energy 21. Reportedly growing volunteer base 22. Media coverage is more noticeable 23. Committed volunteers 24. Committed staff 25. Good location 26. Board has re-invigorated itself. 27. Jennifer Cleary’s enthusiasm is contagious. 28. New exhibits attract more people


FGCU/RERI Page 122

Weaknesses

1. Sustainable funding 2. Overly local focus 3. Non-engaged Board members 4. Age of facilities and infrastructure 5. Lack of growth 6. Lack of focus and mission

From Stakeholders 1. Touch Tank – Not much there 2. High turnover rate for majority of volunteers 3. Cost of admission is high 4. Board of Trustees 5. No money and no one really working to raise funds 6. Dying forest full of invasives 7. Income consistently less than expenses 8. Amount of communication between staff/executive director and Board of Trustees 9. Poor reputation for paying our bills on time 10. High staff turnover/ lack of benefits such as healthcare and vacation time for the staff 11. Location inland rather than on the coast 12. Maintaining staff 13. Unengaged board 14. Failure to keep members 15. Executive Director 16. Staff 17. Limited resources 18. Staff is stretched too thin 19. Too many non-native species – loss of native education 20. Buildings are in need of extensive repairs and forests need maintenance and care

(exotic removal) 21. Lack of strategic focus

a. Is it a petting zoo, a farm, a new age fitness facility? b. What is the main message that CNCP wants to convey?

22. Lack of Board strength 23.Fundraising / Networking

24. Commitment (besides the core members) 25. Physical condition of property / buildings 26. Lack of organization 27. Lack of accountability with staff 28. Board members not supporting/working 29.General disrepair of facilities 30. Need more volunteers 31. Not enough visitors to cover expenses


FGCU/RERI Page 123

Opportunities

1. Growth of membership 2. Build niche 3. Partnerships 4. Community awareness 5. Untapped talent at FGCU and other local universities 6. Build endowment 7. Resources for Green movement 8. Lee County School system From Stakeholders 1. Add exercise opportunities to existing long trail 2. Additional special events 3. Larger, more natural animal enclosures 4. Enthusiasm, positivity, passion 5. Attract new blood on the Board of Trustees 6. Identify and recruit new partners 7. Strong and dedicated board members that can raise money for us 8. Collection of last installment of $400,000 memorial 9. Possibility of getting in “on the ground floor” with Babcock Ranch and the newly

government-owned properties near Lake Okeechobee 10. Capitalize on Media Globe capabilities 11. More field trips for the area schools 12. Get the Board of Trustees engaged 13. Better use of property (mountain biking, tree house camping, zip lines, natural

playgrounds 14. Reconnect with the school system – be a resource for environmental education again 15. Be a resource for green living 16. Focus the energy toward manageable short/mid/long term goals 17. MEDIA GLOBE 18. Volunteers 19. Community involvement w/events 20. Reaching out to the community as much as possible 21. We can only grow from here. 22. Expand usage of Planetarium equipment

Threats

1. Lack of focus and plan 2. Financials 3. Compliancy 4. Loss of touch with community 5. Burnout of stakeholders 6. Exotics From Stakeholders


FGCU/RERI Page 124

1. Age of building, high maintenance 2. Animals seem restless sometimes, unhappy 3. Board of Trustees 4. low payroll only allows us to bring in a certain caliber person, weak links within 5. Lack of funding may lead to loss of key staff 6. Financially we are one catastrophe away from closing our doors 7. Lack of minority representation (especially Spanish speakers) in board, staff, and

volunteers 8. Lack of focus to programs and exhibits about southwest Florida. 9. poorly maintained buildings and infrastructure 10. Aging of infrastructure 11. Exotics 12. Too dry for the site to be what it needs to be 13. Facilities are desperate need of repair 14. Staff 15. Budget 16. Acceptable salary and benefits for staff 17. Never having enough funds so can’t plan for the future 18. Too many projects and no single focus 19. Severe lack of funding

a. Usually last in line for govt funding (see notes above) b. Private support base that was growing has been devastated by the current local

Depression. 20. Lack of focus 21. Lack of community presence 22. Poor animal care 23. Lack of appropriate funding 24. Lack of space 25. We don’t make something happen here. 26. We keep going in circles

Core Values Who we are: Ethical, educators, environmentalist, determined, passionate, fun, visionaries, resourceful, servant leaders How we treat others: Respectful, caring, compassionate, forgiving, giving, inspire Core Capacities Assets we have where there is room to grow: Human resources, Campus, planetarium, animals, programs, history, media globe Core Competencies Talents we have: Staff, board and volunteers’ expertise and network, animal care, copyrights and trademarks


FGCU/RERI Page 125

Mission Statement – Simple statement of who we are and what we do for whom We are a dedicated group of professionals who educate and infect the curious with a passion for the environment and earth/space sciences. Strategic Vision Statement– Motivating statement of where we are going To be the premier environmental, earth/space education destination in Southwest Florida. Strategic Initiatives People

A. To attract, develop and retain a passionate staff for the CNC&P 1. Increase staff by one position 2. Increase staff salaries budget line item by $500/month 3. To add benefits (medical and dental) as an option for employees

Assets (Physical)

A. Cypress System – Restore hydrology of water system to improve condition of forest

1. Reroute water from golf course to CNC&P property 2. Implement biological control on surrounding lands for insect control

Asset (Fiscal)

A. Establish a fundraising arm (auxiliary) to hold annual event, i.e. “Wine and Dine under the Stars” 1. Acquire a one day alcohol permit 2. Identify a subset of Board members to carry idea forward and find volunteers for auxiliary

Time/Process

A. Improve programs on and off campus 1. Lee County Schools – Initiate process 2. Get naturalist back to campus

B. Develop Audubon sponsorship and Fundraising

C. Coordinate with Lee County

1. Qualify as maintenance fund area 2. Volunteer trade for County support

D. FGCU/Edison State College

1. Internships 2. Volunteer pool


FGCU/RERI Page 126

Message Tag line: The Eco Place with Outer Space

A. Develop visible market items Time: by Haunted Walk Assigned to: marketing Committee Chair B. New technology through face book, twitter, e-news letter, interactive web site C. Existing technology through bimonthly news letter with expanded pictures and real time updates D. Market better to local businesses through wish list flyer

Date post:	17-Oct-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

BENCHMARK ASSESSMENT FOR THE · study actually was able to provide five direct benchmarks). The...

Documents