1. Identify strategic objectives for area of interest . These usually take the form of a management plan or more specific resource plans. Sometimes strategic objectives or visions may be gleaned from less formal documents such as more specific resource management plans (for timber only), informal policies, meeting notes, marketing materials, or simply via interviews. In our case, this would be the Lumber Heritage Management Action Plan (MAP).

 

2. Perform an interpretive resource inventory . Identify and log all significant attractions and classes of historical, biological, and cultural resources (an attraction is an outstanding example of a particular kind of resource). (Note that a normal resource can become an attraction through interpretation: an innocent looking rock with interpretation can become a unique species of meteorite in the hands of an interpreter). While built public use resources (designed for human entertainment or edification such as trails, visitor centers, or zoos) are not specifically attractions (they are usually a medium to experience an attraction), inventorying them as well will be useful for planning later on. See Excel file of all sites considered in MAP.

 

3. Formulate interpretive objectives . We ask ourselves which of the management objectives can be supported or met through interpretive means. Interpretation is not done simply for its own sake. It is a tool and only useful when coupled with an objective. Interpretive objectives are most effective when they involve promoting specific visitor actions. They may also be knowledge objectives (awareness, cognitive, or affective). Interpretation can also work at higher levels of social organization such as with groups or populations.

 

4. Define interpretive framework including significance statements, themes, sub-themes, story lines, and sense of place . A significance statement indicates those aspects of an area that make it unique, special, and significant among other areas of similar scope and scale. Themes are the principal messages around which all interpretation is designed and that which if all else is forgot the visitors bring home with them. Sub-themes simply break themes up into small more operational components. Since stories provoke human interest and understanding, interpretation is based on stories about places, people, things, and ideas. When areas are being interpreted, interpreters aim to develop a spirit of place (some aspect of a place that inspires awe) or sense of place which is a more general appreciation for what makes a place unique (and all places are unique).

 

5. Define visitor profiles . Profiles consist of psycho- (values, interests, perceptions, needs, beliefs), demographics (social aspects), and spending patterns. Demographics also includes visitor approach routes, flows, and seasonalities.

 

6. Later determine planned visitor experiences . Once the interpretive framework has been defined, then the interpreter planner should define the visitor experiences . Since all visitors seek experiences and experiences determine how they remember a place, either positively or negatively, it is of utmost importance to plan experiences to the extent possible, rather than leave it to chance. Experience planning involves identifying visitor routes and specific moments that will positively impact a visitor's perception. Experiences are also managed by applying different combinations of passive-active, immersive-observing situations.

 

7. Choose sites or venues to lay out the interpretive strategy . Considering visitor flows, gateways, attraction points, and interpretive significance in relationship to core themes, sub-themes, and story lines, choose the sites where interpretation services will be deployed. Consider also the order in which sites need to be developed. Often one site's development (for example, for orientation) will make another site possible for development (a more remote site). Other criteria for site selection might include presence of existing infrastructure, interpretive programming experience or enthusiasm of staff. Whatever sites chosen, their development must serve interpretive objectives. (Of course this is not an ideal world, and very often there are political and financial considerations that play into site selection and development.) SEE CRITERIA FOR SITE SELECTION.

 

8. Define interpretive programming . Programming might be regional or by site. In either case, consider the interpretive framework (themes, sub-themes) and visitors in defining the kinds of programs offered at a particular site. Programming, aside from meeting site needs, should consider whether it is duplicating efforts elsewhere. Programs and attractions do have the potential to compete with each, which is generally not recommended. In certain cases, redundancy might be developed to displace visitors from fragile or high impact areas or re-enforce principal messages.

 

9. Define operational elements of plan . An interpretive plan should have an action plan, budget (or business plan), monitoring and evaluation plan, and possibly regulations that could be added to the management plan. A plan often includes presentation materials such as PowerPoint presentations, press releases, and summaries, all used to promote the plan.