FORT MONROE DRAFT INTERPRETIVE MASTER PLAN TECHNICAL SUPPORT MANUAL - VOL. 1 p r o j e c t #: f m f a d a -101-2009

Submitted to the: By: Federal Area Development Authority Interpretive Solutions, Inc. West Chester, PA 19382 Old Quarters #1 151 Bernard Road In association with: Fort Monroe, VA 23651 Leisure Business Advisors, LLC Richmond, VA 23223 and Trudy O’Reilly Public Relations JUNE 24, 2010 Hampton, VA 23661

Cover illustration credit:

"Fortress Monroe, Va. and its vicinity". Jacob Wells, 1865. Publisher: Virtue & Co. Courtesy the Norman B. Leventhal Map Center at the Public Library

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. FORT MONROE DRAFT INTERPRETIVE MASTER PLAN TECHNICAL SUPPORT MANUAL

Table of Contents

Executive Summary ...... 6

Three Urgent Needs ...... 7

Part 1: Introduction ...... 8 1.1. Legislative Powers of the Fort Monroe Authority ...... 9 1.2. The Programmatic Agreement ...... 9 1.3 Strategic Goals, Mission and Purpose of the FMA ...... 10 1.3 The Interpretive Master Plan ...... 10 1.3.1 Project Background ...... 11 1.3.2 The Planning Model ...... 12 1.3.3 Phased Approach ...... 13 1.3.4 Planning Team Overview ...... 13 1.3.5 Public Participation ...... 14

Part 2: Background ...... 16 2.1 The Setting ...... 16 2.2 Description of the Resource ...... 17 2.3 Brief Historical Overview ...... 19 2.4 Prior Planning ...... 22 2.5 The Natural Resources Working Group ...... 22 2.6. The African American Culture Working Group ...... 22

Part 3: Foundation for Planning ...... 24 3.1 Significance of Fort Monroe ...... 24 3.2 Primary Interpretive Themes ...... 26 3.3 Target Audiences ...... 27 3.4 Results of Visitor Survey ...... 30 3.5 Desired Visitor Experiences ...... 31 3.6 Issues and Influences ...... 33

Part 4: Recommendations ...... 34 4.1 Interpretive and Educational partnerships ...... 34 4.1.1 Museums ...... 36 4.1.2 Other Organizations ...... 51 4.1.3 Interpretive Networks ...... 57

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 1 4.2 Interpretive Venues ...... 58 4.2.1 Analysis of Potential Exhibit Spaces ...... 59 4.2.2 The Post Exchange (PX) as Fort Monroe’s ...... 61 Visitor Center 4.2.3 Evaluation of Potential Environmental ...... 63 Education Exhibit Venues 4.2.4 Other Interpretive Venues for Natural ...... 64 Resources 4.2.5 Parking and Access Issues ...... 71 4.2.6 Circulator System ...... 71 4.3 Public Programs ...... 72 4.3.1 The Four Phases of Development ...... 72 4.3.2 Interpreting Theme 1 ...... 87 4.3.3 Interpreting Theme 2 ...... 88 4.3.4 Interpreting Theme 3 ...... 89 4.3.5 Interpreting Theme 4 ...... 90 4.3.6 Interpreting Theme 5 ...... 91 4.3.7 Interpreting Theme 6 ...... 93 4.4 Education Programs ...... 94 4.4.1 Inquiry-based Learning ...... 94 4.4.2 Teacher Institute Model ...... 98 4.4.3 Distance Learning ...... 101 4.5 Program Evaluation ...... 104

Part 5: The Recreation Plan ...... 106

Part 6: The Cultural Business Plan ...... 109 6.1 Objectives ...... 109 6.1.1 Public Access ...... 109 6.1.2 Showcase and Promote ...... 109 6.1.3 Preserve Historic Assets ...... 109 6.1.4 Economic Sustainability ...... 110 6.2 Physical Planning ...... 110 6.2.1 Potential Visitation ...... 110 ` 6.2.2 Potential Interpretive Buildings and ...... 112 Structures 6.2.3 Visitor Center and Related Facilities ...... 114 6.2.4 Natural Resources ...... 117 6.2.5 Other Recreational Facilities ...... 119 6.2.6 Conceptual Site Plan ...... 120 6.3. Governance and Management ...... 120 6.3.1 FMA Role in Managing Interpretation ...... 120 6.3.2 Non-profit Organization ...... 120 6.3.3 Partnerships ...... 120 6.3.4 Organizational Chart ...... 121 6.3.5 Staffing Plan ...... 122

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 2 6.4. Financial Analysis ...... 124 6.4.1 Revenue Potential Assessment ...... 125 6.4.2 Operating Pro Forma ...... 126 6.4.3 Development costs ...... 129

Part 7: Marketing Recommendations: Public Programs ...... 130 7.1 Executive Summary ...... 130 7.2 The Marketing Approach: Situation Analysis ...... 133 7.2.1 Market Demographics for Hampton Roads ...... 133 Visitors and Residents 7.2.2 Market Trends ...... 134 7.2.3 Market Growth ...... 134 7.2.4 SWOT Analysis ...... 135 7.2.5 Competition ...... 135 7.2.6 Product Offerings for Public Programs ...... 136 7.2.7 Keys to Success ...... 136 7.2.8 Critical Issues ...... 136 7.3. Marketing Recommendations ...... 137 7.3.1 Mission ...... 137 7.3.2 Marketing Objectives ...... 137 7.3.3 Financial Objectives ...... 137 7.3.4 Target Markets ...... 137 7.3.5 Positioning ...... 137 7.3.6 Positioning Outcomes ...... 138 7.3.7 Elements of the Marketing Mix ...... 138 7.4 Marketing Research ...... 139 7.4.1 Hampton Roads Tourism-Economic Impact ...... 140 7.5 Marketing Strategies and Tactics ...... 140 7.5.1 Tools to implement strategies and tactics: ...... 142

Part 8: Potential Funding Sources ...... 144 8.1 Urban circulator Program ...... 144 8.2 Watershed Programs ...... 144 8.3 History Programs ...... 145

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 3 Figures and Tables

Figure 1, Map of Fort Monroe ...... 15

Figure 2, Potential partner commitments: Museums ...... 50

Figure 3, Visitor kiosk at Gettysburg National Historic Park ...... 62

Figure 4, Front view of Building #32, current RV office ...... 64

Figure 5, Rear view of Building #32, current RV office, showing ...... 65 site that could be modified for launching paddle craft.

Figure 6, Shoreline of Mill Creek offers potential site for ...... 65 amphitheater

Figure 7, Typical marker identifying cell phone information ...... 66

Figure 8, Map of Upper Peninsula ...... 67

Figure 9, View of live oak stand at Fort Monroe parade grounds ...... 68

Figure 10, Example of typical wayside exhibit in park environment...... 68

Figure 11, Existing infrastructure supporting wildlife viewing ...... 69

Figure 12, Grassy area between the Bay Breeze and Battery Church ...... 70

Figure 13, Map of Phase 1 ...... 77

Figure 14, Map of Phase 2 ...... 80

Figure 15, Map of Phase 3 ...... 83

Figure 16, Map of Phase 4 ...... 86

Figure 17, Map of Recreation Venues ...... 108

Table 6-1, Targeted Annual Visitation to Fort Monroe ...... 111

Table 6-2, Visitor Center Sizing Based on Visitation for ...... 114 Comparable Historic Attractions

Table 6-3, Size of Selected Nature Centers ...... 115

Table 6-4, Recommended Visitor Services and Heritage- ...... 116 Related Program Components

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 4 Table 6-5, Recommended Visitor Program Components ...... 118 Involving Natural Resources

Table 6-6, Recommended Recreational Components ...... 119

Figure 6-1, Recommended Organizational Chart for FMA’s Public ...... 122 Programs Department

Table 6-7, Recommended FMA Staffing Plan for Public ...... 123 Programs

Table 6-8, Potential Revenue-Generating Concessionaires or ...... 125 Tenants

Table 6-9 & 10, Operating Pro Forma for Fort Monroe Public ...... 127 Programs

Table 6-11, Indicative Capital Cost Amounts ...... 129

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 5 EXECUTIVE SUMMARY

The Interpretive Master Plan for the Fort Monroe Authority creates a vision for public and educational programming at this former Army base that supports the creation of a vibrant residential, business, and resort community that will also attract tourists to its outstanding historical, natural, and recreational assets. The plan recommends:

• An “umbrella” theme that emphasizes the Fort’s role throughout history in the long and continuing struggle to achieve and protect American freedoms. • Interpretive themes that address The Natural Environment, The Indians, The African American Experience, The Civil War, The Defense of the Nation, and The Resorts, all braided together in a story that embraces thousands of years of American history. • Diverse target audiences, including: o Day visitors seeking both heritage and recreational experiences o Longer-stay vacationers o Learners ƒ School groups ƒ Teacher learners ƒ Distance learners ƒ Family learners ƒ Adult life-long learners o Residents and office workers • Programming provided through interpretive and educational partnerships with a wide range of museums, interpretive networks and other organizations. • The buildings and other venues that provide the best settings in which to interpret Fort Monroe’s many stories, including the Army’s former PX, transformed into a Visitor Center that will function at the heart of the visitor experience. • Interpretive media ranging from brochures to guided tours to living history programs to exciting new technologies that build on the national leadership of Hampton Roads industries in the field of modeling and simulation. • Educational programs conducted on site and via the Internet, including a Teacher Institute that empowers teachers to bring inquiry-based learning to their classrooms. • Development of recreational facilities that highlight Fort Monroe’s location on one of the largest undeveloped beaches in Virginia. • Forward-looking strategies for interpretive and educational programming that will enhance their sustainability and contribute to the financial success of this exceptional opportunity to serve the public. • Development (start-up) costs of $1,160,000 in the first year and annual operating budgets of $1,038,000-$1,705,000 for Fiscal Years 1-10 (today’s dollars; not adjusted for inflation)

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 6 THREE URGENT NEEDS

While the Interpretive Master Plan calls for a large number of initiatives over the next fifteen years, three steps are critical to the success of the Plan and should be undertaken immediately. These are:

1. Provide more support for African American theme. Most of the primary interpretive themes identified for Fort Monroe/Old Point Comfort are sponsored by partners with the expertise and wherewithal to support them and to help present them to the public. This is not the case with the African American Life theme.

The FMA should: a) create a staff or dedicated consultant position, filled by a highly qualified scholar of African American history, to research, consolidate, and guide interpretation of the African American theme; and b) seek a national partner to sponsor this theme. Please see Section 4.3.3, Interpreting Theme 3, for more detailed recommendations.

2. Conduct transportation study. The FMA’s responsibilities to preserve and protect the site’s resources dictate the need for environmentally sound practices throughout, including those regarding transportation. While this plan recommends a “green” visitor circulation system, a study of the requirements and specifications of such a system is beyond the scope of this initiative.

Therefore, there is an urgent need for a transportation/circulation/parking study by a qualified consultant, to determine

a) an affordable, sustainable system for transport; b) sustainable parking strategies that accommodate visitors as well as residents and onsite workers; and c) a circulation route through the property that meets the needs of all.

The circulation system should be in place when the site first opens to visitors. Please see Sections 4.2.5 and 4.2.6 for more details.

3. Research earned income strategies. Detailed strategies for generating revenue associated with interpretation are beyond the scope of this plan. Therefore, consultancies should immediately be sought in the following areas: a) Museum/historic site retail planning, including shops, online fulfillment, and product licensing; b) Museum-oriented food services; c) Heritage-oriented lodging; and c) Revenue-generating approaches to special events and related activities. Please see Appendices C-E for sample proposals, including suggested scopes of work and fee proposals.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 7 FORT MONROE INTERPRETIVE MASTER PLAN TECHNICAL SUPPORT MANUAL

PART 1: INTRODUCTION

Fort Monroe, located in Hampton, Virginia, on the , is the largest stone fort ever built in the . Begun in 1819, the fort consists of seven fronts on approximately 63 acres, and is surrounded by a water-filled . Known as the “ of the Chesapeake,” it has served as a base of operations for the U.S. Army since 1823.

The Fort’s history is extraordinary. It played a strategic role in the Civil War as one of the few military installations in Confederate territory that remained in Union hands throughout the war. It is the site of the “Contraband Decision” during the Civil War, a controversial determination that set the stage for the eventual issuance of the Emancipation Proclamation. The fort quickly became a symbol of hope for the estimated 10,000 freedom seekers who came to Hampton for protection following the decision that escaped slaves were “Contraband of War,” and therefore need not be returned to their owners under the laws of the time. In 1862, President ordered all other Union commanders to follow suit. He signed the Proclamation later that year, which freed all enslaved persons in states then in rebellion.

Throughout its history, Fort Monroe evolved to meet the changing array of threats that faced the nation, serving for much of its history as the country’s center for coastal defense, a role that included the presence of the Army’s training facility. In 1960, the resources associated with Fort Monroe were designated a National Historic Landmark District. In 2005, the fort, by then a 565-acre military base, was marked for closure as part of the Base Realignment and Closure (BRAC) process. It will be decommissioned in 2011, at which time it will become the property of the Commonwealth of Virginia.

The Fort Monroe Federal Area Development Authority (FMFADA), a subdivision of the Commonwealth, was created by an Act of the Virginia General Assembly in 2007 to coordinate the BRAC process with the Department of Defense on behalf of the Commonwealth, and to plan and manage the future use and administration of the base. Renamed the Fort Monroe Authority (FMA) effective July 1, 2010, this entity will maintain and market the Fort’s assets to the public. The fort is to become a multi-use public space, offering cultural and recreational activities, including interpretive programming.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 8 1.1. Legislative Powers of the Fort Monroe Authority

On March 8, 2010, the Virginia General Assembly passed SB 315 and HB 1297, creating the Fort Monroe Authority (FMA) as a “public body corporate” and as a political subdivision of the Commonwealth. The FMA succeeds the Fort Monroe Federal Area Development Authority (FMFADA). The duties of the Authority are to:

• Do all things necessary and proper to further an appreciation of Fort Monroe • Provide for the education, safety, and well-being of the residents, businesses, and visitors at Fort Monroe • Hire and develop a professional staff including an executive director and such other staff as is necessary to discharge the responsibilities of the Authority • Establish personnel policies and benefits for staff • Oversee the preservation, conservation, protection, and maintenance of the Commonwealth’s natural resources and real property interests at Fort Monroe and the renewal of Fort Monroe as a vibrant and thriving community

Certain powers are invested in the Authority. These include the power to:

• Foster and stimulate economic development, renovate or repair buildings, and set and collect rents. • Invest funds, issue debt, undertake studies, maintain museums and memorials, establish non-profits, lease land, receive gifts, hire staff, and do whatever is necessary to accomplish the purposes of the Authority.

Please see Appendix F, Fort Monroe Authority Enabling Legislation, for the details of the bills.

1.2. The Programmatic Agreement

FMA, along with the Commonwealth, was a signatory to a Programmatic Agreement (PA) under Section 106 of the National Historic Preservation Act that requires several specific actions, including the creation of an Interpretive Master Plan to guide development of the educational and interpretive programs to be presented to the public after the Army leaves. The PA requires the Authority to interpret the Fort’s natural setting; Indians; Colonial settlement; military history; history of African Americans at the site; famous people who lived, worked and visited at the Fort; Old Point Comfort as a popular resort; maritime history, including exploration and the commercial port; and historic architecture.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 9 1.3. Strategic goals, mission and purpose of the FMA

In establishing the Fort Monroe Reuse Plan, adopted in August, 2008, the Authority followed five essential key principles or goals outlined by former Governor Timothy M. Kaine:

• Respect the site’s historic assets • Open the site to the public • Achieve economic sustainability • Create an open space park • Allow new development under strict limits.

The mission of the Fort Monroe Authority is to:

“preserve the historic and natural resources at Fort Monroe, Old Point Comfort, Virginia, and promote public access, enjoyment, and educational enrichment while striving to achieve economic sustainability.”

The purpose of the Authority is to:

• protect the historic resources at Fort Monroe • provide public access to the Fort’s historic resources and recreational opportunities • exercise exemplary stewardship of the Fort’s natural resources, and • maintain Fort Monroe in perpetuity as a place that is a desirable one in which to reside, do business, and visit, all in a way that is economically sustainable

1.4 The Interpretive Master Plan

In October 2009, the FMA launched its Interpretive Master Planning (IMP) process, which is scheduled for completion as a concept plan by June 30, 2010. According to the Army Section 106 Programmatic Agreement, the FMA is required to develop a program for future public programs by May, 2011.

The Interpretive Master Plan defines the nature and scope of both educational and recreational programs that will be offered to the public at the site after the FMA takes over its management in September 2011. It is content-driven and collaboratively created, engaging the input of both members of the public and a wide range of subject matter specialists. It identifies which buildings at Fort Monroe will be set aside and devoted to public use for education and/or recreation. It recommends near and long-term partnerships between the FMA and other agencies, and recommends new programs that the FMA should develop on its own. The IMP includes a Cultural Business Plan that provides governance, management and staffing recommendations, as well as estimated start-up costs and annual operating

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 10 budgets for the first ten years. The IMP is closely tied to the Authority’s overall marketing plan for Fort Monroe, and contains marketing recommendations for public programs. Its content strengthens site branding and provides market incentives for a wide variety of audiences.

1.4.1. Project background

The approved Reuse Plan for Fort Monroe signed by Governor Timothy M. Kaine in August 2008 spells out the Authority’s main business functions: heritage asset management, development and management of public programs, and real estate management with limited new construction. Therefore, the Authority has a social mission: preserve the natural and historic assets and use the site for public enjoyment and enrichment.

The Fort Monroe Authority has engaged the services of national consultants in the areas of town planning, BRAC law, environmental engineering, structural engineering, historic preservation architectural and planning services, commercial and retail economic analysis, tourism and public relations/marketing to assist in the reuse planning. On July 31, 2009, the Authority issued a Request for Proposals (RFP) for Long Range Interpretive Master Planning Services. Interpretive Solutions, Inc., of West Chester, Pennsylvania, was hired by the Authority to coordinate interpretive planning.

The scope of work for the Interpretive Master Plan combines heritage, nature- oriented and recreational visitor services for the entire 570-acre site. Tourism and economic consultants had already prepared initial studies for the site, and additional audience surveys were commissioned during the course of the project (see Section 3.4). Although the Authority is planning for an initial tourism market that will be regional in nature, it is anticipated that the interpretive, educational, and recreational programs will eventually draw national and international visitors to the site. The IMP will serve as a key planning document upon which to build public programs and a cultural business management plan at Fort Monroe. One of the Authority’s major goals is to achieve economic sustainability in future operations at Fort Monroe. While real estate leasing and limited new construction will provide the bulk of the revenue needed to meet overarching goals. heritage tourism and recreational activities will also have to generate some revenue to ensure long term stewardship of the historic site.

The FMA has an approved governance/management plan that adequately covers its real estate and operating functions. The IMP, particularly its business plan, will be incorporated into the existing management structure. In FY 2011, the Authority will complete a Historic Preservation Management Plan. This report will provide the final elements of FMA’s long-range Institutional Business Plan, a plan that will embrace all of its operating functions.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 11 1.4.2. The National Park Service planning model

FMA’s Request for Proposals for Interpretive Master Planning Services required that the Interpretive Master Planning process follow guidelines for Long Range Interpretive Master Planning issued by the National Park Service’s Harpers Ferry Center, as described in publications that include Planning for Interpretation and Visitor Experience (1998) and Comprehensive Interpretive Planning (2000). Online sources addressing the National Park Service planning model can be found at http://www.nps.gov/hfc/products/ip.htm.

Fort Monroe is not presently a unit of the National Park Service (NPS), nor is there a formal affiliation with the federal parks system at this time, outside of the site’s status as a National Historic Landmark. However, NPS may provide technical assistance to the FMA to advance the Authority’s interpretive planning activities. Furthermore, the FMA board has recommended that the fort itself and certain other features be considered for inclusion in a future NPS unit, and has entered into discussions regarding that possibility.

The Long Range Interpretive Master Plan is centered on seven elements: (1) significance of the site, (2) primary interpretive themes, (3) target audiences, (4) interpretive approach, (5) recommended media, (6) program priorities and recommended timeline, including cost estimates, and (7) evaluation. The process is divided into two parts. In the first part of the process, foundational elements of the plan – the conceptual framework that identifies interpretive messages and their audiences – are developed through a series of workshops. The resulting material is formulated as a Foundation Document, which is circulated to stakeholders, members of the public, and other reviewers for their comments.

The second half of the IMP planning process takes place once the foundational elements have been vetted. During a continuing set of workshops, planners make recommendations for the communication of interpretive messages and educational programs, including how, when and where interpretive services might be provided. The resulting draft Interpretive Master Plan includes the revised foundational elements, a recommended approach to interpretation, recommended media, program priorities and timeline, order-of- magnitude cost estimates, a recommended evaluation strategy, and steps toward sustainability. The draft Interpretive Master Plan is again circulated to stakeholders, members of the public, and others for comment.

The final draft of the IMP was presented to and accepted by the Fort Monroe Authority Board of Directors on June 24, 2010.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 12 1.4.3. Phased approach

An IMP forecasts programs for the future. It will not be possible to present a wide range of programs, no matter how relevant and exciting, in the first years of operation. The design development and implementation phases of the overall IMP are expected to take years and to be achieved incrementally. Therefore Fort Monroe’s IMP is a phased, 15-year plan that calls for affordable, manageable steps in the beginning, allowing time to plan for more programs to be developed as time and resources permit. The phases of the IMP are:

• Phase 1: 1-3 years • Phase 2: 3-5 years • Phase 3: 5-10 years • Phase 4: 10-15 years

The IMP identifies a range of public programs that can be implemented over a long period. It also identifies specific programs and activities that can be successfully implemented in the initial and subsequent implementation phases. Program plans must be coordinated with other site initiatives, including real estate development, space planning, architecture, public relations, historic preservation, economic analysis and institutional management, and are designed to support the five key planning essentials noted above, including their potential to add to the ability of Fort Monroe to achieve sustainable revenue streams through heritage tourism, recreation, and cultural programming.

1.4.4. Planning team overview

The process was led by a Core Team of highly qualified experts in the areas of interpretive planning and museums, education, marketing, tourism, and cultural business planning. A Steering Committee of resource specialists in the areas of natural science, recreation, history, archaeology, historic architecture and other pertinent disciplines guided the process, as did key Authority staff members. Stakeholder agencies participated in the planning sessions and reviewed and commented on the draft document.

Each of these groups played a vital role in shaping the Fort’s future programming through their collaborative efforts. Through the course of the process, all elements of the plan were discussed and described, issues were raised and debated, and opinions were voiced and shared so that the development and implementation of Fort Monroe’s future interpretation and education program will be inclusive, effective, and successful.

Please see Appendix A, The Planning Team, for a complete list of participants.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 13

1.4.5 Public participation

The Interpretive Master Planning public process kicked off with a Town Hall meeting/open house at the Crowne Plaza Hotel in downtown Hampton on November 5, 2009. The meeting was publicized through newspaper advertisements and notice to the FMA email address list. It was intended to solicit input on the interpretive themes that were mandated by Fort Monroe’s Programmatic Agreement to be a part of the IMP: the Fort’s natural setting; Native Americans; Colonial Settlement; Military History; African American history; famous people who lived, worked and visited at the Fort; Old Point Comfort as a popular resort; maritime history, including exploration and the commercial port; and historic architecture. Input on recreational activities, learning workshops, and preferred interpretive media was also solicited. A second Town Hall Meeting was conducted on May 25. The process also involved two meetings with stakeholders to receive input about the site’s significance, target audiences, and to generate ideas for a successful plan.

Throughout the process, FMA posted informal surveys on its website, which garnered 400-500 comments each. In addition to input on themes, the survey asked opinions about recreational activities, preferred interpretive media, and other facets of the proposed Fort Monroe experience. Open-ended questions allowed for feedback on any other matters of interest.

A formal visitor survey was commissioned by FMA to be conducted by Southeast Institute of Research (SIR). The survey sought to determine the preferences of potential visitors to Fort Monroe/Old Point Comfort. Please see Section 3.4 for details on the results of the SIR survey.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 14 Fort Monroe Draft Interpretive Master Plan

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ga ga n n I I PART 2: BACKGROUND

This section of the Interpretive Master Plan sets the stage for the plan, and addresses the earlier planning efforts upon which the IMP is built.

2.1 The Hampton Roads Setting

The name Hampton Roads dates from the 17th century. It comes from the English Earl of Southampton, Henry Wriothesley, and the nautical term road, a stretch of sheltered water near land where ships may ride at anchor. In the early 1600s, the area was named in honor of the Earl by the first royal governor of Virginia Colony, Thomas West, 12th Baron De la Warr. Today the region is home to more than 1.6 million people and is comprised of 16 jurisdictions including the independent communities of Chesapeake, Franklin, Hampton, Newport News, Norfolk, Poquoson, Portsmouth, Suffolk, Virginia Beach, and Williamsburg, and the Counties of Gloucester, Isle of Wight, James City, Southampton, Surry, and York.

The Hampton Roads Planning District Commission (HRPDC), the region’s area- wide planning organization, serves as a resource for socio-economic data throughout Hampton Roads. To provide some general context about the region, some key socio- economic characteristics of the Hampton Roads area provided based on the findings of the HRPDC’s December 2009 Regional Benchmarking Study.

Hampton Roads ranks within the top 100 Metropolitan Statistical Areas (MSAs) by population (35th in the nation), with a median age of 35.5 years. The relative age percentages have been stable for quite some time, with only a marginal level of growth in the 19-64 age group. The Regional Benchmarking Study points out that the nation is aging rapidly; and demographers expect the 65+ age group to expand its share of the population. Ethnic and racial diversity is yet another measure of a metropolitan area and as the HRPDEC study points out, “Hampton Roads has a larger African American community even when compared to other southern MSA’s.” Hampton’s African American population, for example, is about 47% of the total. Compared to other regions, the Hispanic population constitutes a smaller percentage of the overall population (about 4%).

The industry that is most closely associated with the region is the military, which employs 10% of the region’s workforce. Defense spending plays a key role through the salaries of active duty personnel as well as through procurement spending for everyday needs and capital expenditures such as aircraft carriers and submarines. The Port of Virginia represents the second largest industry in the region. Hampton Roads harbor is one of the deepest and largest natural harbors in the world and is located only 18 miles from the Atlantic Seaboard.

Significantly, the third major industry in the Hampton Roads region is tourism. Over 85,000 people are employed in the tourism industry in Hampton Roads, and as the 2009 Regional Benchmarking Study indicates, if current trends continue “tourism will soon pass

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 16 the military as the largest industry in Hampton Roads.” This trend has important implications for Fort Monroe’s future growth.

From a regional planning standpoint, the transportation network in the Hampton Roads region poses an interesting paradox. According to the HRPDEC, the region “has seen flat growth in per capita vehicle miles traveled.” Moreover, comparing vehicle miles traveled in Hampton Roads with other metropolitan areas, “the average citizen of Hampton Roads travels much less.” Yet, per the HRPDEC Benchmarking Study, congestion related to bottlenecks at bridges and tunnels is often not properly accounted for in forecasts and evaluations of the region’s transportation network. At Fort Monroe, which is located at the northern terminus of one of the major bottlenecks, the Hampton Roads Bridge Tunnel, this frustrating aspect of travel may be recalibrated as an important opportunity from a Fort Monroe tourism standpoint. Visitors impeded from moving across the harbor from the Peninsula to Norfolk may find the new attractions at Fort Monroe a very welcome oasis from travel congestion and find a delightful alternative to dealing with the bottlenecks.

Finally with regard to the transit component of the region’s transportation system, the HRPDEC Benchmarking Study points out that transit systems “continue to play a small role in the region when compared to some other areas of similar size.” The study mentions that “Norfolk is currently building the region’s first light rail line” and that “Virginia Beach has already begun studies and negotiations to extend it to the oceanfront.” These developments accentuate the fact that “light rail has the capacity to impact future land use decisions and encourage denser development.” Light rail may have important long-term planning implications for the greater Hampton area as Fort Monroe develops and a major visitor destination of national significance is created. The possibility of connecting downtown Hampton to Fort Monroe, via Phoebus, would allow for a convenient connection with Hampton’s cultural attractions and an ability to take advantage of hospitality services/ accommodations. Reviving the historical rail link to the Old Point Comfort resort with a terminus at could potentially help bring back and reinvent the resort tradition for which Fort Monroe is so well known.

2.2. Description of the resource

Fort Monroe is something of a hidden jewel. Drivers unaware of the nearby presence of this historical treasure might get a fleeting glimpse of the Fort’s water tower and the Chamberlin Hotel just before entering the Hampton Roads Bridge Tunnel on Interstate Highway 64, but the Fort itself remains unseen. Even many long-time Hamptonites are barely aware of the Fort, beyond seeing the highway signs that direct traffic there. And those who do visit the site are confronted with somewhat daunting security protocols that have been further strengthened since the September 11 attacks.

However, those who do venture through the Phoebus community across one of the two causeways that provide access will find exceptional historical and recreational riches, even in its present state as an active army base. The site, encompassing 570 acres, occupies a peninsula that offers 3.2 miles of waterfront, including 2.3 miles of dune beach right on

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 17 Chesapeake Bay. The Fort Monroe National Historic District includes not only the iconic stone fort, but also more than 180 historic structures and features arrayed in a beautifully landscaped setting along tree-lined streets. The site faces the entrance to the Chesapeake Bay and features 110 acres of submerged lands and 85 acres of wetlands, making it a birder’s paradise. Hampton Roads Harbor to the south provides outstanding opportunities to observe the vital shipping industry and other marine traffic that make Hampton Roads one of the nation’s busiest ports. Other amenities include Mill Creek on the west side of the peninsula, ideal for canoeing, kayaking, sculling, and small boats, a 332-slip marina, and a small RV park. In addition, the Army operates an upscale beachside club, the Bay Breeze, a well- appointed fitness center, a community center with swimming pool, and many venues for sports. These are not open to the public at the time of this writing.

Fort Monroe’s Reuse Plan divides the property into five distinct districts: the Inner Fort, Historic Village, North Gate, Wherry Quarters and North and South Recreation areas. Each of these areas holds promise for interpretive or educational use.

2.2.1 The Inner Fort

The fort is the most significant resource on site. It contains the oldest structures, and was the site of historic events of national significance. Buildings “inside the moat” include Old Quarters #1, which served as the fort’s headquarters, and hosted many important historical figures, including President Abraham Lincoln, General Ulysses S. Grant, and the Marquis de Lafayette. The Tuileries (Quarters 17) was the home of Robert E. Lee and his family when he was stationed at Fort Monroe to help guide construction. The five fronts of the fort, one of which houses the Museum, retain exceptional historic integrity, as do the three entry gates. A walk around the ramparts of the fort provides a stunning view of the surroundings, as well as a peak into family life at the base, as witnessed by the hundreds of lovingly engraved tombstones arrayed in the Pet Cemetery. The unique Bauhaus design of the MARS building (originally the Harbor Defense Observation Post) stands out for its representation of still another historical period. The Parade Ground in the center of the walled fort is surrounded by mature live oak trees, said to be at the far northern edge of their range. The entire inner fort provides not only a step back in time, but a beautifully maintained park-like setting.

2.2.2 Historic Village

The largest concentration of historic buildings occurs just outside the walls of the fort, lining Ingalls Road. The most spectacular of the buildings are the houses that line Fenwick Road, facing Chesapeake Bay, Continental Park and its seawall. The park features an historic gazebo, the venue for band concerts and many weddings. The view from this area is outstanding, with the Bay to the front, and the picturesque walls of the historic fort to the back.

The area includes many fine and interesting buildings: the former base hospital, now a medical clinic; Old 100, a former barracks; Randolph Hall, still a dormitory housing the

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 18 TRADOC band; and the Arsenal Building. Outside the walls of the fort, on the bay side, the Batteries Parrott and Irwin provide an accessible look at these seasoned old warriors from and II.

2.2.3 North Gate

The army’s use of the North Gate area is mainly back-of-house, but the expanse of space available there will accommodate many vehicles, making it an ideal staging area for visiting tourists in the future. It is the location of the Post Exchange, a versatile building that has been identified as a potential visitor center.

2.2.4 Wherry Quarters and Recreational Areas

The peninsula narrows in this area, providing expansive views to both Mill Creek and the Chesapeake Bay. A row of Endicott Batteries are located along the Bay shoreline. A seawall provides public access to the waterfront and beach. Farther north, Dog Beach provides a natural beach environment, featuring expansive sand dunes and beautiful views – an ideal place for nature studies and walking trails.

2.3 Brief historical overview

A National Park Service Reconnaissance Study, conducted in 2008, divides Fort Monroe’s history into eight periods: a First Nations period, and seven subsequent periods of development. Please see Appendix G, Fort Monroe Reconnaissance Study, for more details.

• First Nations. American Indians occupied the Eastern Shore of what is now Virginia for at least 10,000 years before the arrival of Europeans. When Spanish explorers and English settlers arrived, they met the inhabitants of the Hampton area, the Kecoughtan, a subtribe of the Powhatans that is believed to have belonged to the Algonquian linguistic stock.

• Colonial Period, 1607-1818. English settlers led by Captain were the first to arrive at “Cape Comfort” on April 28, 1607. Captain , the famous explorer, was a member of the party. In 1609, the English erected Fort Algernourne on Old Point Comfort, the first of a series of primitive fortifications. The first enslaved Africans in Colonial America arrived via Point Comfort, marking the beginning of in America.

Old Point Comfort saw sea battles during the American Revolution, but the brought devastating consequences. British troops captured the Old Point Comfort lighthouse, burned the city of Hampton, and went on to attack Washington. This series of events became the catalyst for the construction of Fort Monroe, an attempt to provide better protection for the coast.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 19

• Federal Period, 1819-1860. This period saw the construction of the fort, designed by French military engineer General Simon de Bernard. The fort was built by a labor force that consisted of enslaved workers hired out by their owners, and free black and white laborers. The fort was considered nearly impregnable from land or by sea.

The Federal Period also marked the construction of the first of the famous Old Point Comfort hotels, the Hygeia, built in 1822 to house construction workers. It later became a popular resort, frequented by prominent individuals, including U.S. presidents.

In 1824, the Army established its Artillery School of Practice at the fort. By 1834, the fort was the 5th largest arsenal in the country. Second Lieutenant Robert E. Lee arrived at Fort Monroe 1831 to help with the construction of the moat and nearby . He lived with his family in the Tuileries (Quarters 17). .

• Civil War, 1861- 1865. Fort Monroe was a critical strategic outpost for the Union Army, and remained under Northern control throughout the war. Not only did the fort serve as staging area for a number of invasions into Confederate territory and for the blockade of Southern ports, but it was also the site of the “Contraband Decision” that eventually led to Lincoln’s issuance of the Emancipation Proclamation. Thus it could be said that slavery in America both began and began to break apart at Old Point Comfort.

The Contraband Decision of 1861 was set in motion when three enslaved men, Frank Baker, James Townsend, and Sheppard Mallory, came to Fort Monroe seeking sanctuary. The Fugitive Slave Act then in force in the nation required all citizens to assist in returning escaped slaves to their owners. The commanding officer of the fort, General , knowing that the Confederacy was using slaves to build its fortifications, made the strategic decision to declare them not to be fugitives, but “contraband of war,” and therefore eligible to be confiscated under the rules of warfare. Congress soon passed a law ratifying Butler’s decision, other Union commanders followed suit, and in 1862, Lincoln issued the proclamation that freed all enslaved persons in Southern states. One year later, the first regiments of USCT (United States Colored Troops) to be based at Fort Monroe had joined the conflict.

On March 9, 1862, Fort Monroe was witness to the end of the era of the wooden war ship when the epic Battle of the Ironclads (between the Monitor and the CSS Virginia, formerly the USS Merrimack) took place within view of the ramparts.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 20

After the South surrendered, Confederate President was imprisoned at Fort Monroe for two years. He was indicted for treason a year later and released on bail, but never brought to trial.

• Post-Civil War Expansion, 1866-1899. This was a period of construction and expansion of facilities at Fort Monroe. The Artillery School was reestablished in 1867.

In 1885, President Grover Cleveland worked with his Secretary of War, William Endicott, to plan a new system of coastal defense to defend against modern weapons. The construction of the Endicott Batteries at Fort Monroe began in 1891. By 1906, seven batteries guarded the fort from attack.

The first Chamberlin Hotel was built in this period, beginning in 1890.

• Early Twentieth Century, 1900 – 1929. During this period, the Coast Artillery School was established at Fort Monroe, including a school teaching the new field of Submarine Science. It would remain at Fort Monroe until 1946.

The Chamberlin Hotel burned in 1920, and a new building, the present Chamberlin, was erected in 1928 and became a popular tourist attraction.

• Depression Era/World War II, 1930-1945. The Great Depression brought the Public Works Administration and the Works Progress Administration to Fort Monroe, where workers built housing for military families. In 1942, Fort Monroe became the headquarters for the Chesapeake Bay Coastal Defense Sector. The Fort controlled shipping in Hampton Roads during World War II, fortified the harbor against submarine attack, and provided submarine mines for harbors throughout the nation.

• Post-World War II, 1946-2008. After World War II, emphasis on air power, aircraft carriers and nuclear weapons brought a new phase of military operations to Fort Monroe. In 1955, Fort Monroe became the headquarters for the Continental Army Command (CONARC). In 1973, it was designated as the United States Army Training and Doctrine Command (TRADOC), its current function.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 21 2.4 Prior planning

In addition to the aforementioned NPS Reconnaissance Study, development of the Interpretive Master Plan depended heavily on many earlier efforts at defining the site’s importance. Although there have been many of these, the following initiatives were particularly instrumental in guiding the planning process:

• The “Civil War Symposium:” Fort Monroe, Three Cultures of the Civil War, an event sponsored by FMA that brought a panel of distinguished historians together to discuss the viewpoints that Northern, Southern and African American people brought to the Civil War. The panel recommended that Fort Monroe be presented as a national treasure whose story was not just African American, but American. Please see Appendix A, The Planning Team, for a list of scholar participants.

• Fort Monroe National Park Service Working Group, Final Report, September 2009. Please see Appendix H.

• Fort Monroe Natural Resources Working Group, Final Report, September 2009.

• African American Culture Working Group, Final Report, December 2009.

2.5 The Natural Resources Working Group

The Natural Resources Working Group (NRWG), chaired by Dr. James Beard of the Virginia Museum of Natural History, and co-chaired by John Davy, Virginia Department of Conservation and Recreation, conducted a study of the recreational and environmental education opportunities present at Fort Monroe. They studied access to the resources, and recommended infrastructure improvements. They addressed environmental protection, habitat restoration, and potential interpretive and educational programming based in the fort’s natural areas. The group’s recommendations have informed the Interpretive Master Plan to a significant degree.

Please see Appendix I, The Natural Resources Working Group Report, 2009.

2.6 The African American Culture Working Group

The African American Culture Working Group, chaired by Dr. Lauranett Lee of the Virginia Historical Society, was formed to offer a broad framework for understanding and interpret the African American history at Fort Monroe. The group’s recommendations include:

• Further research regarding the initial arrival of Africans at Point Comfort.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 22 • Exploration of the lives and status of freeborn, enslaved, “contrabanded” and freed people, including the relationship between freedom-seekers and their descendants and the development of Hampton Institute as an education institution. • Identification of old communities such as Slabtown, Goose Alley, and the development of Bay Shore. • Examination of black migration patterns as the resort industry rises and falls, including impact on the surrounding areas, and changes to the cultural landscape. • Research and interpretation of Chief ’s incarceration at Fort Monroe in 1833. The irony of his imprisonment at a Fort designed to protect America from invaders should not go unnoticed in an historic site that addressed the continued struggle for freedom. • Studies of labor, especially in the maritime trades, and its role in the local and regional economy. • Research on the evolution of race and gender roles in the 17th, 18th and 19th centuries, to provide opportunities for interpreting the lives of ordinary and extraordinary people. • Research on the first three men who sought help from Fort Monroe: Frank Baker, Shepherd Mallory, and James Townsend. • Where possible, character-based interpretation drawn from the real stories of real people should be developed to offer visitors a multi-dimensional rendering of African Americans and to make the study of the Civil War relevant to a wider audience. • Research on 1st and 2nd Regiments of the U.S. Colored Cavalry and the 2nd U.S. Colored Light Artillery, which were raised at Fort Monroe. • Study of the structure of contraband camps: Where were they situated; what were the demographics; how did the inhabitants live; what role did the Freedmen’s Bureau have? • Creation of walking trails with historic markers, public monuments, commissioned public art, and public programming to encourage diverse audiences to appreciate the entirety of Fort Monroe.

Please see Appendix J, The African American Culture Working Group Report.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 23 PART 3: FOUNDATION FOR PLANNING

The Interpretive Master Plan is built upon foundational elements. Such foundational information is used to guide the development of future interpretation and education programs. It forms the conceptual framework through which the fort will be interpreted. All decisions that involve interpretation are measured against this information, and evaluated to ensure that any proposed interpretive services will build on this foundation. Foundation elements include a description of the significance ascribed to the place and its resources, primary interpretive themes, target audiences, and issues and influences, all developed with input from stakeholders, Steering Committee members, and FMA staff.

3.1 Significance of Fort Monroe

Significance addresses the attributes that make a place special and important to people, both individually and collectively. Statements of significance drive the development of the interpretive plan. They clearly define what makes the site worthy of a visit, and worthy of preservation. These place-based statements summarize the essence of the site’s importance to the nation’s natural and cultural heritage. They describe what is distinct about the resource, including natural, cultural, scientific, recreational, spiritual, and other values.

Besides being the foundation of the interpretive plan, the process of defining significance leads to some additional outcomes as well.

• Significance statements can become the basis for “marketing hooks:” they convey what is exciting, interesting, and worthwhile about the place. • Significance statements justify expenditures on behalf of the site. They explain why the site is worthy of preservation, and they encourage good stewardship in the present and the future. • Significance statements focus management actions and operations on the preservation and enjoyment of those attributes that most directly contribute to the importance of place. In the master planning context, significance will also help shape decisions about preservation and adaptive reuse.

Therefore, the audience for significance statements extends beyond the visitor, to those who promote, protect, preserve, and interpret a place or resource.

Every site is significant for multiple reasons, but those reasons may not be the same for every person. A place can have features that are nationally or even globally significant, and another set of features that make it significant to the region, locally, or on a personal level. The National Park Service’s recent Reconnaissance Study has confirmed Fort Monroe’s national significance. Building on those findings, as well as significance statements developed for the fort’s nomination as a National Historic Landmark District, the following significances were identified:

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 24 1. In 1607, Captain John Smith of the named the site Cape Comfort (later called Old Point Comfort). The first coastal defense, Fort Algernourne, was erected there in 1609.

2. Fort Monroe is the largest moated fort ever built in America. It became the keystone of an entire chain of forts extending from to .

3. It was one of just four forts in Confederate territory – and certainly the largest – to remain in Union hands throughout the Civil War. It served as a springboard for many land and naval expeditions, and provided the Union Army with important strategic advantages that contributed to victory. The iconic battle of the ironclads, the U.S.S. Monitor and C.S.S. Virginia (Merrimack), was fought in Hampton Roads within view of Fort Monroe’s ramparts. After the surrender of the Confederacy in 1865, Jefferson Davis, its former president, was imprisoned at Fort Monroe for two years.

4. The site provides an outstanding opportunity to understand the evolution of slavery in America: it literally began and began to break apart at Old Point Comfort/Fort Monroe. The first major group of Africans was brought to Virginia via Cape Comfort in 1619. The flight by three escaped slaves to sanctuary at Fort Monroe in 1861 set in motion a series of events that eventually culminated in President Lincoln’s signing of the Emancipation Proclamation.

5. Fort Monroe has played a significant role in defending the American nation for nearly 200 years. Army artillery training was based at the fort; the Endicott Batteries served as seacoast gun emplacements throughout World War II; the Submarine Mine Depot at Fort Monroe designed and developed submarine mines that protected America’s vast coastline throughout that war, and the fort served as the intellectual heart of the Army during the CONARC and TRADOC years.

6. Old Point Comfort’s resort hotels were among the most famous in the nation, beginning with the Hygeia Hotel in 1822, and continuing into the 20th century.

7. Fort Monroe is a natural outpost in an urban area. It is an important stopover habitat for birds migrating along the Atlantic Flyway. The 3.2 miles of sandy beach form one of the largest undeveloped segments of Chesapeake Bay waterfront in Virginia. Fort Monroe/Old Point Comfort has great potential for recreation as well as for environmental and science research and education.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 25 3.2 Primary interpretive themes

Interpretive theme statements communicate a site’s significance. They are the key ideas through which regionally and nationally significant resource values are conveyed to the public. They connect the site’s resources to the larger ideas, meanings, and values of which they are a part. They are the building blocks – the core content – on which the site’s interpretive program will be based. The set of themes is developed to fully capture and express the content of the site’s entire set of significance statements. The set of themes is complete when it provides opportunities for people to explore and relate to all of the significance statements.

The overarching stories that a site has to tell are constant, no matter who the audience is or what means are used to communicate with them. At its most effective, interpretation links tangible, observable characteristics to their intangible meanings. The intangible meanings address what these tangible resources have to tell us about our heritage. They address the intellectual, emotional, and spiritual characteristics of a place, and they are most often expressed as ideas, beliefs, and values. All successful interpretation makes these links: tangible resources to intangible meanings.

Some intangible meanings are particularly powerful. They are the ones that speak to universal concepts that resonate with almost everyone in some deeply personal way. Examples of universal concepts include joy, death, renewal, and freedom. The most successful interpretive themes will embody some of these universal concepts. In addition, an effective theme demonstrates relevance to today’s world, and to the issues and concerns of modern audiences. It reaches from the past, with its historical record, to inform the present, where societies and individuals make the decisions that shape the future. The interpretive plan is designed to identify, elucidate, and encourage reflection on just these kinds of meanings.

The historical designation of Fort Monroe as “Freedom’s Fortress” creates the platform for the site’s overarching theme, a theme that incorporates the fort’s most significant stories under the “umbrella” of freedom. The overarching, universal theme of Fort Monroe is:

The history of Fort Monroe/Old Point Comfort chronicles both stunning achievements and tremendous costs in the continuing struggle of Americans to achieve, define and maintain the ideals of freedom.

Fort Monroe’s six primary interpretive themes fit within that overarching concept. They are:

Theme 1, The Natural Environment. The physical and historical geography of Fort Monroe/Old Point Comfort demonstrates how the natural environment shapes human history, and how human endeavors profoundly affect natural landscapes.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 26 Theme 2, The Virginia Indians: The English colonization of Virginia interrupted and irremediably changed thousands of years of the use and occupation of this land by American Indians, an early harbinger of a continuing pattern of loss and reuse of American landforms.

Theme 3, The African American Experience: The African American experience at Old Point Comfort, from the earliest Colonial times to the present day, reflects a long, continuing struggle for freedom and equal rights.

Theme 4, The Civil War: Events that occurred at Fort Monroe during the Civil War era shaped American society, culture and the American experience.

Theme 5, Defense of the Nation: The history of Fort Monroe reflects the evolving response of the nation to an ever-changing array of threats.

Theme 6, Old Point Comfort Resorts: Recreation and leisure activities have been part of the Fort Monroe experience almost as long as the fort has existed. The Chamberlin reminds us of the energy and excitement that characterizes the ever-evolving resort community of Old Point Comfort, with its hotels having been among the most famous in the nation.

The “braided” nature of the stories, with each theme closely related to the others but each with its own narrative force, together create a continuum of history at Fort Monroe from geological times to the present – a spectrum of American history, all in one location.

Please see Appendix B, Fort Monroe Primary Interpretive Themes, for more detailed theme statements, including subthemes, examples of the concepts and ideas that may be explored within each subtheme, and some of the many topics and stories that could be addressed.

3.3. Target audiences

Many different types of audiences will be interested in Fort Monroe’s interpretive, educational and recreational programs. Collectively, these various audiences are referred to as a set of audiences. An audience will be targeted for special interpretive services whenever their needs differ significantly from those of the general audience. Factors to consider in differentiating audiences include the life experiences of the individual or group, their level of education, learning styles, language, cultural traditions, time available for interaction, and others. For example, school groups with specific curriculum needs will require different interpretive services than the casual weekend visitor.

Each audience in the set must be defined so that Fort Monroe’s interpretive and informational services can most effectively enhance the experiences of each type of visitor. Interpreters need to be able to plan, track and provide services to as many discreet audiences as possible, but without creating an unmanageable burden by trying to customize programming for a large number of different audiences. The interpretive planning process helps to identify each relevant audience segment, and the special interpretive, marketing, or

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 27 communication services each will require. It identifies the desired visitor experience for general audiences and other audience segments, providing a benchmark against which the success of the interpretive program can be measured.

Audiences at Fort Monroe/Old Point Comfort comprise four main categories, each of which will need a different set of interpretive services:

• Day visitors o Heritage seekers o Recreation seekers • Longer-stay vacationers (weekend to 1-2 weeks or more) o Twenty-somethings o GenX families o Baby Boomers o Multi-generational families • Learners o School groups o Teacher learners o Distance learners o Family learners o Adult (life-long) learners • Residents and office workers

In addition, each of these audience segments can be broken down into subdivisions in a number of different ways. One way to break it down is by special interest – for example, audiences who might have special goals for their visits to the Fort include:

• African Americans • Civil War buffs • Fort Monroe alumni or others with a military background • Ecotourists (for example, bird watchers)

Each of these audiences might be seeking something specific – whether they come as a day visitor, a longer-stay visitor, or a learner. And of course day visitors, learners, and residents will be represented by different generations, just as the longer-stay vacationers will.

What will each audience be seeking? Each audience will have different needs.

Day visitors. Heritage day visitors, whether they are from the local area or farther away, will come for the day for interpretive services, either regarding history, nature, or both. They will want a variety of available experiences, and they will want amenities: food service, things to buy, etc.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 28 Recreational visitors will find much to enjoy, even just for the day: beaches, bike riding, kayaking, etc. They will want their recreational experience facilitated, and will appreciate convenient food service. They are not a prime audience for interpretive services, but will appreciate some interpretation, especially if it is linked to their chosen recreational activity.

Longer-stay vacationers. Fort Monroe/Old Point Comfort offers great potential for weekend, week-long, or even longer stays by people who have the opportunity to rent an historic home or other lodging to stay in – the “Fort Monroe as resort” concept. These visitors will take advantage of Fort Monroe’s amenities – both recreational and interpretive – but also use the Fort as a base from which to explore other sites in Virginia: , Jamestown, Yorktown and area museums, like the Mariner’s Museum, the Virginia War Museum, Virginia Living Museum, Hampton History Museum, Virginia Air and Space Museum, and many others.

Military families might be a target market for multigenerational longer-term stays, as well as those who remember Old Point Comfort and the Chamberlin Hotel nostalgically. The Authority will create a special awareness that Fort Monroe particularly welcomes and appreciates retired and active duty military personnel and their families.

Learners. Visitors who come to Fort Monroe to learn could be among the site’s most important audiences. School groups will visit, and in addition, Fort Monroe will become the base for a program involving Teacher Institutes that trains teachers who will develop curriculum materials to share with other classroom teachers via the Internet.

However, the idea of visitors who are learners goes well beyond teachers and their students. Fort Monroe is potentially one big "Learning Lab,” not only for history and natural science, but the humanities, the arts, space science – serving not only students and teachers, but also vacationing families and adults.

Residents and workers. Residents would be able to take advantage of any of the learning opportunities offered to other audiences. They may well become a source of volunteers to help interpret the site, as well.

After development of new buildings and conversion of existing buildings to residential dwelling units, the Authority projects that there will be 2,200 permanent residents at Fort Monroe/Old Point Comfort, as well as many others using and renting out second homes. In addition, employees of firms located at Fort Monroe may be occasional audiences, or even volunteers.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 29 3.4 Results of visitor survey

In order to understand the needs and expectations of potential visitors to Fort Monroe, the Authority contracted with Southeast Research Institute (SIR) to conduct a regional survey of known leisure travelers. The Strategic Marketing Research survey had the following objectives:

Visitor Expectations: Identify visitor’s overall expectations for an attraction/destination like Fort Monroe.

Communications: Understand how to best reach the target audience with information about a travel experience (or move) to Fort Monroe – including the ideal messaging as well as the communication vehicles.

Travel Characteristics: Understand the typical travel/vacation habits of the target audiences.

Interpretive Message and Themes: Understand traveler reactions to the main message about Fort Monroe’s history as well as the six interpretive themes (and sub- themes).

Interpretive Services: Explore how visitors would most like to experience Fort Monroe during their visit.

Recreational Activities: Explore what activities are of most appeal to visitors interested in an attraction/destination like Fort Monroe.

Target Audience Refinement: Further define Fort Monroe’s ideal target audience for each of the different visitor experiences (i.e., day trip, longer stay vacation, learner, resident, etc.)?

The survey was conducted with day trip travelers, weekend or longer trip travelers, heritage seekers, including history buffs and learners, and recreation seekers. The survey panel included a mix of all generations, and extended from Pennsylvania to in order to reach potential visitors within a day’s drive of the site.

The study included two phases. Phase 1 involves quantitative research using an online survey and a national survey panel numbering 600 respondents who are leisure travelers ages 25-65 with household incomes of at least $50,000. Phase 2 involves focus groups in Richmond, one addressing GenX travelers with families, and the other addressing a mixed-generation group of African Americans. The study sought input about travel preferences, interest in an attraction like Fort Monroe, expectations for such a location, interest in niche opportunities for travel, ideal recreational activities, lodging and dining preferences, and interest, understanding and preferences for the six interpretive themes.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 30 The survey findings included the following: • Two-thirds of respondents prefer beach vacations. • This is particularly true for younger visitors – the so-called Generation X (30-somethings) and Generation Y (20-somethings) • Affordability, atmosphere and relaxation/tranquility were the highest rated vacation attributes. • Only 37% of all respondents had heard of Fort Monroe, but recognition for Old Point Comfort at 17% was even lower. • Among the Hampton Roads residents surveyed, a large percentage (92%) have heard of Fort Monroe, two-thirds have visited, and about one-third describe themselves as very familiar with the fort. • Only 41% of Hampton Roads respondents have heard of Old Point Comfort. • The preferred name for the site is “Fort Monroe at Old Point Comfort.” • Two-thirds of all respondents stated that museums would be important to their experience, especially those dealing with the Civil War, American Indians, and the history of Fort Monroe. • Just under half of all respondents indicated interest in a “living history” experience, where they could stay in a hotel with historic period amenities, cuisine, and activities, with over half of these willing to pay extra for the experience.

Please see Appendix K, Southeast Institute for Research, Summary of Findings, Fort Monroe Public Programs Visitor Study Report, June 25, 2010.

3.5 Desired visitor experiences

Statements of desired visitor experiences describe how the site’s interpretation and education program facilitates intellectual, inspirational, emotional and physical experiences for visitors. These statements describe what visitors would like to learn, feel, do, or experience while at the site (either in person or remotely).

All visitors are seeking something of value for themselves, and that value is self- defined. The best interpretive plan in the world cannot dictate what visitors will do, feel or experience. It can only provide opportunities for them to do, feel and experience. The visitor uses those opportunities to shape his or her own experience. The following statements were generated by respondents to the Authority’s online survey. They present a small sample of some of the intellectual, inspirational, emotional and physical experiences that visitors to Fort Monroe expect to find on site.

I love walking through the rooms and looking out at the ocean, and paying my respects at the "Pet Cemetery", and saying a prayer in the old Church.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 31 [I] might bring my Scout Troop down there, camp and do a few historical things.

I would love to see and/or be in the room Jeff Davis was imprisoned in.

As the wife of an O4, I believe the military background needs to be the most important idea showcased.

[I want to] watch a large fireworks display on Independence Day; relax by the waterfront with a book, watching the shipping traffic as it slowly goes in and out.

How about a tour on a Segway like they have in Richmond?

I would experience EVERYTHING about this awesome place.

[I want to] visit the place in solace and prayer for my ancestors who fought and died for the cause of southern independence.

[I would like to see] firing demonstrations of Civil War-era and WWI-II armaments.

It would be nice to spend a weekend in a hotel on the island, visit the museums, and go swimming on the beach.

[I want to] visit a nature/wetlands area and visitors' nature center. [I want to] stay at a lodge or bed and breakfast with a good restaurant with expansive Chesapeake Bay views.

I would like to see some records of the Confederate [POWs] who were kept here. I know my great-grandfather was here. He said he would have died if the Yankee ladies did not bring him soup and food.

I've visited Ft. Monroe with my sister and it would be nice to have some stations set up to have a snack and cold drink under a covered pavilion. It was very hot when I was there.

I would love to sign my children up for camps that focus on learning in fun and inventive ways.

Old photos of times gone by are always good.

I would like to see a play of the Trial of Jefferson Davis, the one that he was denied and desperately wanted.

I like the idea of kids learning how to camp outside in a "controlled" environment.

How about a way to have Boy Scouts camp on the grounds and learn about history and do learning sessions while there?

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 32

I like the walking tours because Fort Monroe's beauty while being in motion is its own reward, lending a visual joy to every other activity.

[I want to] spend the day or afternoon walking and/or biking around the 570 acres, enjoying splendid scenery, natural beauty, wetlands, live oaks and open space with great architecture, history and landscapes, right here in heart of core Hampton Roads.

3.6. Issues and influences

As part of the planning process, stakeholders expressed their concerns, and identified issues and challenges that must be considered as development of the plan continues. Some of these include:

• Capture the essential stories of Fort Monroe without overwhelming the audience. The richness and sheer number of significant stories is incredible. They need to be told in accessible, engaging ways. • Find an appropriate “home” and media for each significant story. • Identify a host or partner to help support and advocate for each theme. Some of these hosts/partners have been identified, but gaps remain. • Tell the stories from multiple perspectives: Indian, African American, Union, Confederate, Coast Artillery Corps, and others. • Create a vital volunteer force to help carry out educational and interpretive programming. • Research many aspects of Fort Monroe’s stories. • Approach interpretation using environmentally sensitive “green” strategies; for example: minimize traffic; emphasize bikes and walking; create a “green” circulation system, use recycled and recyclable materials. • Initiate habitat reclamation and restoration, and to make the process part of the site’s educational programming. • Conduct ongoing audience research to reinforce programming decisions.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 33 PART 4: RECOMMENDATIONS

With the foundations for planning in place, this section of the IMP addresses recommendations for implementing the plan. It speaks to the importance of interpretive and educational partnerships in providing programs. It discusses the most effective locations for providing interpretation, ideas for public programs, a structure for all kinds of educational programming, and the need for support for and evaluation of all interpretive services.

4.1 Interpretive and educational partnerships

Partners will be critical to the success of the Interpretive Master Plan, and a number of potential partnerships have been explored as part of the planning process. Since the IMP is a phased plan, it allows for different levels of involvement for partners as different stages of development. Many partners are ready and willing to provide interpretive and educational programs on site from the very beginning, but straitened economic circumstances throughout the economy make it necessary to defer more extensive relationships to the later phases of the plan.

FMA should immediately begin discussions with potential partners whose missions complement that of the Authority to establish initial partnerships for offering programs on site at Fort Monroe, with the hope that certain cultural institutions will establish permanent facilities on site in the future.

4.1.1. Museums

4.1.1.1 The Casemate Museum

Background. The Casemate Museum is unique in that it is already in operation at Fort Monroe. Its continuation in the future was reportedly the core goal of initial interpretive planning. According to the April 2009 Fort Monroe Museum Campus Interpretive Plan:

"When the Hampton FADA began planning for the reuse of Fort Monroe in 2006, the public voiced a strong desire that educational and recreation programs should be included in the reuse plans for Fort Monroe. Initial efforts to define the nature of these future educational programs focused on ensuring the continuation of the Casemate Museum, or at least its key collections at the site. When the BRAC decision was made in 2005, the Army announced that the museum collections would relocate to Fort Belvoir. Accordingly, the City of Hampton organized a small working group of local museum professionals to work with the Army and to formulate concepts for retaining the holdings of the Casemate Museum. This working group also addressed ideas for additional programming at the site after 2011.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 34 “The FMFADA was organized in 2007 and inherited the preliminary work done by the Hampton museum working group. A charge to work towards keeping the collections from the Casemate Museum on site was duly incorporated into the language of the Section 106 Programmatic Agreement, which further requires the FMFADA to develop a formal plan for interpretive and educational programs at the post-Army site."

The May 2008 Reconnaissance Study conducted by the National Park Service provided additional background information. It reported that:

“The Casemate Museum is open to the public seven days a week, year round, except for three holidays when the museum is closed. Admission is free and in FY 2007 the museum received an estimated 32,835 visitors. There are twelve open to the public with a mix of free-standing and wall mounted exhibit cases featuring historic objects, with interpretive panels and photo reproductions illustrating a wide range of topics relating to Fort Monroe… In addition to the casemates open for exhibit, there are five casemates used for offices, work space and storage areas for museum collections…

“The Casemate Museum was organized between 1949 and 1951 by a group of volunteers with the specific goal of restoring and opening to the public the casemate cell that held Confederate President Jefferson Davis for nearly five months after his capture in 1865…

“In 1982, the Casemate Museum passed two very important professional milestones – the first was achieving certification from the U.S. Center for Military History; the second was achieving accreditation from the American Association of Museums (AAM). These external reviews ensure that museums are meeting the highest professional standards and their responsibilities to the public to preserve and protect important historical resources. The CMH certification process is even more rigorous that the AAM accreditation standards and re-certification is required every five years. The Casemate Museum successfully passed its most recent CMH certification inspection in 2004…

“Visitation to the museum is characterized as a mix of out-of-state tourists, local citizens, and active and retired military and families. Out of an estimated total of 32,835 visitors to the museum in FY2007, approximately 4,700 comprised organized groups or tours. Over the past five years, visitation at the museum has increased. This may be attributed to several factors among them new and improved exhibits, an increased interest in the Fort since the BRAC announcement, and increased comfort level with access restrictions to the site since September 11, 2001…

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 35 “The Casemate Museum Foundation was established in 1983 to provide financial support and educational assistance for the museum. The Foundation operates as private, nonprofit, 501c3, tax exempt organization…”

Fort Monroe’s Programmatic Agreement stipulates that:

“The Army shall, under the guidance of the Center for Military History (CMH), consider the on-site loan of all or part of the collections pertinent to Fort Monroe’s historic significance. Such loan will be limited to an FMFADA, or Commonwealth organization meeting national museum standards, as defined by the American Association of Museums, or an organization sponsored by the FMFADA or Commonwealth meeting national museum standards, that is established or assigned to properly care for the objects. Any such agreement shall be in accordance with Army policies and procedures controlling such agreements. Non-Commonwealth entities must have an executed lease or access agreement with the Commonwealth acceptable to the Army. If the Army, at its sole discretion, determines that no organization meeting the American Association of Museums standards is established and identified to the Army by March 15, 2011, and if an agreement acceptable to the Army, at its sole discretion, is not executed by June 15, 2011, the Army may remove its collections from Fort Monroe…”

Currently, senior officials from the Army and FMA are negotiating the future of the Casemate Museum. They are working toward an initial agreement for 2011-2013 that would allow appropriate collections to remain on site under Army curatorial supervision with management services provided by FMA.

Observations. Representatives from the interpretive master plan team met with Paul Morando, the Casemate Museum’s director, to discuss the current situation and future partnership opportunities.

The museum has about 7,000 artifacts at present, but most are generic to the Army as a whole and are not directly related to Fort Monroe's history. These generic artifacts are likely to be removed and sent to other Army museums. The museum also has about 25 volunteer docents, of which about ten are generally reliable for consistent service.

Alternate future custodian options for the Casemate Museum were discussed. According to its director, the Casemate Museum has a strong “hands-on” nonprofit organization. However, it would need a significant operating endowment in the future if it had to fully take over operation. If the Army withdrew its future support, a Virginia state museum could step in as custodian for the Casemate museum if that was the only reasonable option available. As noted in the background information, the Programmatic Agreement allows “the on-site loan of all or part of the collections pertinent to Fort Monroe’s historic significance. Such loan will be limited to an FMA or Commonwealth organization meeting

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 36 national museum standards, as defined by the American Association of Museums…” If this was an existing state museum, however, that museum would need to carry the future operating costs involved with the Casemate Museum. No outside institution has made this offer thus far.

Other interpretive opportunities were also discussed. The museum’s director felt that there are practical difficulties to reusing the batteries at Fort Monroe, but they are historically important. In particular, the 100th anniversary of the July 1910 explosion at the Battery DeRussy will be occurring soon. The Association has technical expertise on potential future renovation efforts. It was one of the hosts of a Coast Artillery Living History event in 2007. The radar station is essentially empty at present, but was cleaned for this event and briefly opened to the public with World War II living history interpreters providing demonstrations.

The Casemate Museum most recently achieved annual attendance of approximately 35,000, which is higher than that achieved in recent years. It had achieved a peak attendance of about 60,000 annually before the September 11th attacks in 2001. The director feels that the museum has the potential to achieve 40,000 in annual attendance in the future.

Recommendations. Continuation of the Casemate Museum at Fort Monroe is a very high priority. Specifically:

• Include one or more representatives on a future interpretive advisory group. • Invite the museum to participate in special programs, such as seminars. • Continue under Army operation within an arrangement currently being negotiated by senior officials. • Create a contingency plan that would keep the important exhibits in place should the Army decide to withdraw its support. • This contingency plan would likely involve the new non-profit organization for Fort Monroe that is currently being formed. If this is the case, it is important that it meet “national museum standards, as defined by the American Association of Museums,” so that it can borrow the collections under the terms of the Programmatic Agreement. See Appendix N-3: Standard Facility Report, American Association of Museums. • The contingency plan should also identify an existing state museum that could also meet the requirements of the Programmatic Agreement. At this time, this contingency custodian is unknown.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 37

4.1.1.2. Hampton History Museum

Background. The Hampton History Museum has formally expressed an interest in being an interpretive partner at Fort Monroe. According to the April 2009 Fort Monroe Museum Campus Interpretive Plan:

"This museum will present at least two exhibit galleries presenting Hampton’s beach resort heritage. The primary exhibit will interpret the Old Point Comfort resorts. This story begins in 1822 with the Hygeia Hotel. By 1900 three major hotels featuring over 2,200 rooms were located on Old Point Comfort. Hotels like the Chamberlin were a key element in Fort Monroe’s social life. Old Point Comfort resorts prompted the C&O to terminate its line there at milepost 0. Steamship lines wanting to dock at the site led to the construction of the Old Point Comfort wharf (also known as the Baltimore Wharf). This exhibit will offer a unique learning experience about the economic and social impact of tourism upon the Hampton Roads region. The second exhibit will interpret how Old Point Comfort spurred the creation of Hampton’s other resort communities: Phoebus, Buckroe Beach, and Grand View. Finally, the museum galleries will tell the story of the development and evolution of Hampton in relationship to Fort Monroe."

Observations. Hampton History Museum still wants a future "presence" at Fort Monroe. The exact level of this involvement is uncertain given the current economic recession and future financial commitment by Hampton leaders. The museum receives significant funding by the City of Hampton, with some financial support by its non-profit organization (Hampton History Museum Association). Therefore, significant future involvement is contingent on City approval and funding. Museum representatives (John Quarstein and J. Michael Cobb) expressed personal interest in Fort Monroe and Old Point Comfort interpretation.

In addition, the museum is interested in direct involvement at Fort Monroe. The potential loan of artifacts and exhibits was specifically discussed during the meeting, particularly those related to Old Point Comfort resorts. Many of the artifacts in the museum's current exhibit gallery on this subject belong to John Quarstein. A loan of this entire gallery or an expanded version is also possible. Another alternative discussed was participation in interpretive stations that could be located at various points at Fort Monroe. At an earlier HPAG meeting in June 2008, John Quarstein said that "trails (historic and natural) need to be developed sooner rather than later."

Both museum representatives felt that the City of Hampton would be interested in significant involvement based on its past commitment to the Hampton History Museum and Virginia Air and Space Center. Therefore, the City may be interested in establishing a "satellite" operation in Fort Monroe.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 38

They said that the Hampton History Museum is content with its current location, and is therefore unlikely to be interested in relocating to Fort Monroe in the future.

Recommendations. The Authority should plan for future participation by the Hampton History Museum. Specifically: • Include one or more representatives on a future interpretive advisory group. • Invite the museum to participate in special programs, such as seminars. • When appropriate, begin discussions concerning the loan of specific artifacts and exhibits. If possible, include discussion of the loan and expansion of the current exhibit on Old Point Comfort resorts. It is understood that the museum would be properly recognized and credited in these efforts. • When requested, assist the Hampton History Museum in presentations to City leaders concerning higher levels of involvement that are contingent on City funding. These efforts could involve creating new exhibit galleries that would serve as a satellite operation or even a more substantial presence if the opportunity exists.

4.1.1.3. The Museum of the Confederacy

Background. The Museum of the Confederacy (MOC) is located in Richmond, and includes the former White House of the Confederacy. It maintains a comprehensive collection of artifacts, manuscripts and photographs from the Confederate States of America and the .

This museum plans to expand beyond its sole current location, and establish a museum system throughout Virginia. Its 2006-7 Annual Report announced:

“The term ‘museum system’ may be new to many readers, but it is not unfamiliar in the museum world. The American Association of Museums defines it as a museum operation that has a complex organizational structure and facilities in more than one location. Existing museum systems include such respected organizations as the U.S. Army and the Smithsonian Institution.

“A system of visitor sites throughout the state will fulfill our educational mission by making the Museum’s unmatched collection of artifacts accessible to more people in more ways. The sites under consideration will not be mere ‘branches’ or ‘satellite locations of The Museum of the Confederacy. Each site will have a museum that offers a full visitor experience with major artifacts. Each site will have both semi- permanent exhibits that focus on its local and regional importance during the

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 39 Civil War, as well as rotating exhibits that will come from our vast collections storage and resonate with visitors at all of the locations…

“We are in discussions with the Fort Monroe Federal Area Development Authority, a state authority created to oversee the redevelopment of the area, about the idea of refitting one of the current historical buildings to house a museum site… The Fort Monroe museum site would likely house the successful Confederate Navy exhibit and help other organizations promote the great history of the area...

“We will begin a major capital campaign in the next year and also seek public support through local, state, and federal governments…We are not splitting ownership of the amazing collection of Civil War artifacts or giving them to any other institution, including the National Park Service…”

Potential future locations not only include Fort Monroe, but also Appomattox and the Fredericksburg area. The Appomattox site is the first of these new operations, and is currently under development. There have been delays, however, because of the nationwide economic recession.

A June 2009 article in the News & Advance reported that:

“The Museum of the Confederacy definitely is coming to Appomattox, museum and town officials say, but it may take a little longer than first anticipated because of fundraising issues. Thursday, the museum's board of trustees voted to continue moving forward with plans to build an expansion site near where the Civil War ended.

“The town of Appomattox has agreed to purchase a four-acre parcel near the intersection of U.S. 460 and Virginia 24 and lease the land to the museum. That deal has not closed, despite the town appropriating money in its fiscal year 2010 budget for the first year's payments, said Town Manager Bart Van Nieuwenhuise. The museum wanted to be in a better financial position before moving ahead, he said.

“Museum director and CEO S. Waite Rawls III said fundraising for large projects like the Appomattox site has been "extremely difficult" because of the current economic climate. ‘It's taking us longer than we anticipated when we announced the plan a year and a half ago.’ Rawls expects construction will begin next spring, with an anticipated opening in late 2011. ‘We're focused very much on Appomattox, getting it done, getting it done as quickly as we can, but it's going to take us longer than anticipated,’ he said.

“Compounding the fundraising difficulty, Rawls said, is that designs have changed to increase the building size from 8,000 square feet to 10,600

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 40 square feet, thus making the $8 million project more expensive. The museum already has spent more than $500,000 on architecture and exhibit designs, Rawls said. As organizers realized that a smaller building might not work for the type of displays the museum wanted, they decided to draw it larger. ‘Instead of scaling it down, we said we wanted it to be first class, so we increased the size of the building and that has increased the budget, which has increased the challenge of fundraising,’ Rawls said. ‘But we think that's the right thing to do.’

“Appomattox is one of three sites where the museum has plans to build additional campuses in an effort to expand the number of artifacts on public display. Plans for the other two sites, one near Fort Monroe and another near Fredericksburg, still are in preliminary stages as museum officials focus on the Appomattox site first, Rawls said.”

The museum provided additional details in the April 2009 Fort Monroe Museum Campus Interpretive Plan:

"The MOC would require 12,000+/- square feet of a suitable building . . . to develop a gallery presence appropriate to the collections and exhibits planned there. The MOC's Fort Monroe site would contribute to the overall theme of freedom by exploring the diverse understandings of freedom in the Civil War South. The site will be the primary location for the Museum’s African-American collections… The Fort’s location on the Chesapeake Bay, near the site of the also makes it a natural setting for the Museum’s Confederate Navy collection that was recently showcased in a full-scale exhibition... Finally, as the only land in Virginia that the Confederacy never controlled, Fort Monroe is the site for exploring Southerners’ reactions to enemy occupation…"

Exhibit space requirements for certain prospective areas were also noted in that report. These include:

• “The Confederate Navy” Exhibit (occupied 2,200 square feet in the past) • Changing Exhibits (each occupying 1,000-2,500 square feet)

Observations. Representatives from the interpretive master plan team met with S. Waite Rawls III, the museum’s executive director. He estimated that about 75% of the MOC’s visitors are from out of state, and are mostly older “empty nesters.” About 10% of visitors are from foreign countries. Many visitors also have military experience, either active or retired. Targeted length of stay is one to two hours. The museum currently has about 6,200 square feet of exhibit space within its galleries on three levels.

Although the Museum of the Confederacy is insisting on stand-alone facilities at its other planned museum system sites, it currently feels that it should be part of a diverse

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 41 campus of museums at Fort Monroe. This is because of perceived political sensitivity to its presence there.

The MOC continues to believe that Building #5 would be the best location for this museum campus. Because of flooding concerns, its historic artifacts could not be displayed on the first floor. The building should undergo a gut renovation, and parts of the second and third floors might be combined to provide additional height for exhibits. The MOC feels that this is the best use of Building #5, which should host an anchor tenant and not merely be “chopped up” into offices.

Because of the likely capital costs involved in creating a museum campus, it would be difficult for the MOC to be involved if the lease period is only for 50 years. For example, the Appomattox land lease is for a 99-year period. The museum also would have difficulties being involved in a shared situation that does not allow it to directly control its space and share revenues.

Alternative buildings could also decrease the MOC’s potential participation. It has no interest in Building #17 because there is little left of Robert E. Lee’s presence there. The casemates would also not be an option.

Recommendations. The Authority should plan for future participation by the Museum of the Confederacy. Specifically:

• Include one or more representatives on a future interpretive advisory group. • Invite the museum to participate in special programs, such as seminars. • Once a specific building has been determined for short-term use as Fort Monroe’s main visitor center, begin specific discussions with this museum concerning its future involvement. At that time, the Authority (or an associated non-profit organization) should be mindful of the MOC’s specific physical and operational needs that have been previously expressed. • If the short-term location in Fort Monroe’s main visitor center is unacceptable to the MOC, potential long-term opportunities should be discussed and specific physical and operational requirements identified that would increase its likely participation.

4.1.1.4. The Virginia Living Museum

Background. The Virginia Living Museum (VLM) is located in Newport News, and began as the Junior Nature Museum and Planetarium in 1966. It was renamed in 1987 and became the first living museum east of the Mississippi that combines elements of a wildlife park, science museum, aquarium, botanical preserve and planetarium. The museum believes in hands-on education: that by experiencing science it will become memorable. It has nearly 400 volunteers who aid in operating the museum and its programs. It has been accredited by the American Association of Museums since 1976. It was accredited by the Association of

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 42 Zoos and Aquariums in 2009, becoming the first institution in Virginia to be accredited by both organizations.

Although not a contributor, this museum was mentioned as a potential partner at Fort Monroe in the April 2009 Fort Monroe Museum Campus Interpretive Plan. In its discussion of potential partners, the report acknowledged:

"Virginia Living Museum (VLM) expertise in living exhibits and aquaria. Natural partner for exhibit and education programs."

The VLM staff listed these potential joint educational opportunities at Fort Monroe:

• Beach/dune/marsh field classes using field microscopes, water testing equipment, seining nets, etc. and led by professional naturalists (for elementary school through adult participants). • Evening lecture series on the nature at Fort Monroe with supporting touchable natural specimens and live animals (for adults). • Preschool mornings with parents and preschoolers led by the museum’s preschool education specialists with touchable collections artifacts, nature crafts, live animals, etc. (for preschoolers with their parents). • Nights over Fort Monroe evening astronomy viewing sessions using a variety of museum field telescopes and led by the museums space science experts (for families and adults). • Graduate level teacher training sessions at Fort Monroe for regional science teachers. As part of a 15 year+ partnership between the VLM and , the participating teachers can qualify for graduate science teacher credits from Hampton University. These sessions would be led by VLM science educators with extensive classroom teaching experience (for teachers in elementary schools, middle schools, and high schools). • Supporting services from the VLM's exhibit development team, which has received national awards for their engaging combination of local history and natural history into museum exhibits. • Geology of Fort Monroe field day with families to search for fossils and rock samples on the grounds. This effort would be led by VLM staff scientists with extensive geological teaching experience. • Earth Day Festival at Fort Monroe with management and participation by the VLM staff. This festival would showcase live animals shows, touch tank displays, Bay nature crafts, etc., to be enjoyed along with a variety of booths by state wildlife agencies, environmental groups, master naturalists, etc. • Amphitheater programs at Fort Monroe using dramatic live native animals (such as great horned owls, alligators, red-tailed hawks, snapping turtles, opossums, etc.) in an audience engaging presentation.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 43 • Science at the Fort programs. These Standards of Learning (SOL) based classroom programs would be available for students in grades Pre-K to 12. VLM has over 40 years of proven experience delivering these type programs to area students with outstanding feedback. • Naturalist-led boat trips in the Bay waters surrounding Fort Monroe to include bird identification, observation, seining, water testing, etc. There would be touchable natural artifacts on board. VLM has over five years experience leading nature excursion by boat into the bay and ocean (including winter whale watching off of ).

Observations. Representatives from the interpretive master plan team met with Page Hayhurst, the museum’s executive director, on December 16, 2009. The meeting and on-site tours also included discussions with other staff members. The overall goal was to explore future partnership opportunities at Fort Monroe.

The opportunities listed above were reviewed. Museum representative felt that some of these programs could begin soon at Fort Monroe if conditions allow. These include overnight programs. Representatives pointed out that there is currently a movement nationwide to revise the No Child Left Behind Act to include more nature education. This “No Child Left Inside” movement seeks to enhance environmental literacy between kindergarten and 12th grade.

Joint interpretive programs at Fort Monroe would need cooperative funding. Representatives felt that the Virginia Living Museum would be open to pursuing a “cash flow neutral” approach to operating interpretive programs at Fort Monroe. However, advertising would need to be provided by the Authority (or an associated non-profit organization) for these programs. The cost of this advertising is roughly estimated to be thousands of dollars, but not tens of thousands of dollars. In addition, museum staff feels that a wet lab could be useful as part of its presence at Fort Monroe, and that it should be about 1,000 square feet in size.

The Virginia living Museum has developed traveling exhibits in the past. One of these focused on history and that exhibit did receive grants. This funding was used to hire an outside company to assist the museum in putting this traveling exhibit together. The total cost of this exhibit was estimated to be between $200,000 and $250,000. Its total size was about 4,000 square feet, and it included a maze.

Recommendations. The Authority should plan for future participation by the Virginia Living Museum. Specifically:

• Include one or more representatives on a future interpretive advisory group. • Encourage the museum to conduct special environmental education programs at Fort Monroe, including multi-day programs with participants staying in dormitory-style accommodations. This could occur soon after the turnover, if conditions permit.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 44 • VLM should be actively involved with potential environmental projects at Fort Monroe, particularly in animal habitat reclamation. These would likely involve other organizations, as well. • VLM should create one or more exhibit galleries within Fort Monroe’s main interpretive center when funding is available. This effort could be accomplished in cooperation with another organization, such as the Virginia Museum of Natural History.

4.1.1.5 Virginia Museum of Natural History

Background. The Virginia Museum of Natural History (VMNH) is the state's official natural history museum, located in Martinsville. It has formally expressed an interest in being an interpretive partner at Fort Monroe. According to the April 2009 Fort Monroe Museum Campus Interpretive Plan:

“This institution will offer insights into the natural history of the Chesapeake Bay and Tidewater Virginia as well as presenting environmental and ecological information about Old Point Comfort, lower Chesapeake Bay and the Hampton Roads region.”

Specifically, its proposal within this plan included the following physical plant needs:

• Indoor exhibit space (10,000 square feet estimated) • Nature Interpretation Center (small, outdoor facility) • Demonstration areas • Signed trail system • Outdoor amphitheater (up to 100 seats) • Classrooms (1,200 square feet) • Affordable housing for teacher and student groups (up to 50 beds) • Campground • Gift shop • Collections and education materials storage space (4,000 square feet) • Exhibit maintenance and storage areas (2,500 square feet) • Offices (Educators, Science staff, Buildings and Grounds, Security, 1,500 sq. ft.) • Lab and specimen preparation areas (1,000 square feet) • Boat storage facility

Potential joint research projects were also identified in this report:

“Fort Monroe also provides unparalleled opportunities for academic and student research. These can include demonstration areas for wetland, marsh and beach protection, as well as plots to monitor the health of the ecosystem. An important opportunity for research at Fort Monroe that can involve scientists, students, and the public at large will be the monitoring of sea level

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 45 changes and its effects on the marine and estuarine ecosystems and the beach-dune system.”

Observations. Representatives from the interpretive master plan team met with Jim Beard, the museum’s Director of Research and Collections. The meeting and on-site tours also included discussions with other staff members. The overall goal was to explore future partnership opportunities at Fort Monroe.

VMNH moved into its new facilities in 2007. The museum’s building and other physical aspects were financed with public money, while new permanent exhibits were paid for with private contributions. About 2,000 square feet has been used for a temporary exhibit area, and the museum rented an exhibit for this space. The typical cost to do so is typically $30,000 to $40,000 for a three-month period.

VMNH representatives said the museum is prepared to commit to short-term programming at Fort Monroe after it is closed as a military base. For example, VMNH coordinates the annual Virginia Science Standards Institute (VSSI) in cooperation with the Virginia Department of Education, the Science Museum of Virginia, and a number of local and state agencies. Begun in 1995, this week-long summer learning experience for fourth and fifth grade teachers is designed to closely support the Science Standards of Learning (SOL). The institute is often underwritten by the Virginia Department of Education. Since state funding is involved, VMNH feels that this program could easily move from one location to another. The museum could quickly establish other programs at Fort Monroe as well.

VMNH is also interested in partnering on demonstration reclamation projects. Ideally, these efforts should also include participation by the Virginia Living Museum and Chesapeake Bay Foundation.

Future interpretive efforts should also include a relatively simple physical structure in the northern part of Fort Monroe for on-site use by students and others. A more substantial nature center could be developed in the long term as a stand-alone facility. Ideally, this would be a joint operation with the Virginia Living Museum and others. Based on current economic conditions, however, there needs to be a phased approach to development.

Short-term programs could involve a larger number of partners. For example, the Virginia Institute of Marine Science (VIMS) could be contacted for potential involvement, as well as the Virginia Department of Game and Inland Fisheries. The Chesapeake Bay Foundation already has multiple residential study programs where students and teachers spend three days and two nights.

Recommendations. The Authority should plan on future participation by the Virginia Museum of Natural History. Specifically:

• Include one or more representatives on a future interpretive advisory group.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 46 • Encourage the museum to conduct special environmental education programs at Fort Monroe, including multi-day programs with participants staying in dormitory-style accommodations. This could occur soon after the turnover, if conditions permit. • Provide a small simple physical structure in the northern part of Fort Monroe that would serve as an on-site location for nature interpretive efforts. Although desirable, it is not necessary that this structure be enclosed. • VMNH should be actively involved with potential environmental reclamation projects at Fort Monroe. These would likely involve other organizations. VMNH’s participation should encompass both interpretive and research efforts. • VMNH should create one or more exhibit galleries within Fort Monroe’s main visitor center when funding is available. This would initially serve as VMNH’s satellite operation, but could lead to a more substantial long-term presence. This effort could be accomplished in cooperation with another organization, such as the Virginia Living Museum.

4.1.1.6. Virginia War Museum

Background. This museum has formally expressed an interest in being an interpretive partner at Fort Monroe. According to the April 2009 Fort Monroe Museum Campus Interpretive Plan:

"The Virginia War Museum’s extensive collection will be used to create two major exhibit galleries: citizen soldiers and art for victory displays. The citizen’s soldier’s exhibit will present an overview of U.S. military history from 1775 to the present which will place into context Fort Monroe’s contribution to this heritage…

“The Virginia War Museum’s collection contains uniforms, weapons, accoutrements, artwork, photographs, archival items, vehicles, photographs and other memorabilia relating to every U.S. conflict since 1775. The gallery, therefore, would utilize these artifacts as well as interactive and virtual reality techniques to present stories about American soldiers serving in each U.S. war and military action. While objects will offer insights into a soldier’s life during previous wars, multimedia and computer methods will enable the visitor to become involved in each conflict, understanding methods of combat, tactics and strategy.

“An estimated 12,000 square feet will be required for this exhibit. Curatorial support will be provided by Virginia War Museum staff and tours/programs will be staffed by Virginia War Museum Foundation volunteers…

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 47 “The Company of Military Historians (CMH), founded in 1949, is one of the premier military history organizations in the United States. The CMH uniform collection, which is stored and displayed at the Virginia War Museum, contains many 19th-century military and uniforms and accoutrements of both Northern and Southern states. This collection will be made available to augment the Virginia War Museum’s Citizen Soldier Gallery to interpret the important role that colorful local militia and regular Army units played both politically and socially in the years leading up to the Civil War, during the Civil War and in post Civil War America.”

The Virginia War Museum is located in Newport News. It was founded in 1923 by the American Legion. The City of Newport News assumed overall administration of the museum in the 1950's. It is administered by the Division of Historic Services and Museums, which is part of the City’s Department of Parks, Recreation and Tourism.

In 1987, the Virginia War Museum Foundation was established by the Newport News City Council. The foundation’s goals and mission mirror those of the Virginia War Museum, which are “to preserve, document, present, interpret, study, and promote U.S. military history since 1775."

Observations. Representatives from the interpretive master plan team met with John Quarstein, the Virginia War Museum’s curator, Richard Hoffeditz, and City of Newport News official Braxton P. Gutierrez. The goal of the meeting was to discuss potential partnership opportunities at Fort Monroe, which may later be formally presented in a letter of intent by the City of Newport News.

One potential interpretive approach would be an exhibit gallery at Fort Monroe sponsored by the Virginia War Museum that would help promote its main facility in Newport News. This could be a temporary gallery (3,000 to 5,000 square feet) that could be changed on a rotating basis with exhibit galleries at the museum’s main facility. Initially, this might be a uniform gallery, or one with posters (including those for Old Point Comfort). The museum’s non-profit organization, the Virginia War Museum Foundation, has an interest in staffing the museum’s presence at Fort Monroe. City officials at the meeting emphasized that although it administers the Virginia War Museum, it could not support Fort Monroe financially.

Recommendations. The Authority should plan for future participation by the Virginia War Museum. Specifically:

• Include one or more representatives on a future interpretive advisory group. • Invite the museum to participate in special programs, such as seminars. • When appropriate, begin discussions concerning the loan of specific artifacts and existing exhibits. It is understood that the museum would be properly recognized and credited in these efforts.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 48 • When requested, assist the Virginia War Museum in presentations to Newport News decision makers concerning higher levels of involvement that are contingent on City funding. This could include temporary or permanent exhibit galleries.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 49 Figure 2, Potential partner commitments: Museums: graphic representation of potential future involvement by museum partners.

VA Hampton Museum of Virginia Museum Virginia Casemate History the Living of Nat. War Potential Partner Museum Museum Confederacy Museum Hist. Museum

Join in advisory group Participate in special events Provide on-site programs Sponsor multi-day programs Assist with outdoor areas Loan artifacts Loan existing exhibits Loan existing exhibit gallery Create individual new exhibits Create entire exhibit gallery Provide staffing for partner space Establish significant facility

Key:

Very likely (under current situation) Likely (under current situation) Should be able (if funding approved) Perhaps (if funding approved) Not currently interested

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 50 4.1.1.7. Other potential museum partners

Additional potential museum partners have been identified who are interested in participating at some level in Fort Monroe’s interpretive and education programming, but in ways that have not yet been explicitly determined. These include:

• Contraband Museum • Mariners Museum • Virginia Air and Space Center

4.1.2. Other organizations

4.1.2.1. Chesapeake Bay Foundation

Background. Christy Everett, Virginia Assistant Director for Hampton Roads Chesapeake Bay Foundation (CBF) provided a presentation on “Fort Monroe: Opportunities for Chesapeake Restoration and Citizen Engagement” on July 16, 2009. This presentation highlighted the following aspects concerning the restoration potential at Fort Monroe:

• Living Shorelines and Oyster Restoration • Riparian Buffer Restoration • Maritime Forest • Clean Marina and No-Discharge Zone • Invasive Species Management and Native Plantings • Stormwater Innovation and Demonstration • LEED Design • Citizen Engagement

Observations. Additional details were discussed in a conference call with Foundation representatives (Virginia Executive Director Ann Jennings and Christy Everett). CBF continues to be enthusiastic about potential joint environmental reclamation efforts, which would also have educational value.

Specifically, a demonstration habitat reclamation project was discussed that could include joint involvement with the Virginia Museum of Natural History and the Virginia Living Museum. The demonstration project could have on-site interpretation as well as be followed by online media and educational outreach programs. These interpretive tools could include multi-day programs involving Fort Monroe dormitory-style facilities. CBF could also bring its 42-foot work boat to Fort Monroe’s marina. This boat’s capacity is 28 students. It was noted that CBF currently has a small office in the Hampton Roads area with limited resources. Still, it undertook 17 education programs and has volunteers that could assist with reclamation efforts.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 51 Representatives stressed that this should not be a piecemeal effort, but instead be part of a “whole site” restoration plan. The Fort Monroe Natural Resources Working Group should be the starting point for developing such a plan.

CBF could lead fundraising efforts for reclamation efforts at Fort Monroe, particularly from federal sources. An example of a federal financing source is the Chesapeake Bay Gateways and Water Trails Network grant program. Funding could also come from National Fish and Wildlife Foundation grants. Elsewhere, up to $2 million was obtained from this source. Small startup grants in the $10,000 to $15,000 range could be obtained from state sources, such as the Chesapeake Bay Restoration Fund. There could also be matching fundraising opportunities for private donations. Since the typical fundraising process can take 18 months, it is important to begin these initiatives soon.

Recommendations. The Authority should plan on future participation by the Chesapeake Bay Foundation. Specifically:

• Include one or more representatives on a future interpretive advisory group. • Invite the CBF to participate in special programs, such as seminars. • Begin initial efforts for a “whole site” restoration plan for Fort Monroe, starting with a demonstration habitat reclamation project. Coordinate with Fort Monroe, the Chesapeake Bay Foundation, the Virginia Museum of Natural History, and the Virginia Living Museum. • The demonstration habitat reclamation project should include both on-site and remote interpretive tools, and should involve citizens, students and teachers in hands-on activities. • Begin joint fundraising efforts for this project, starting with those sources identified in past discussions and expanding to include others identified in targeted research.

4.1.2.2. National Park Service (NPS)

In accordance with instructions from the FMA board, the Authority has established a Task Force to move forward with the recommendation that a part of the site be designated a unit of the National Park Service. The Virginia Congressional delegation has formally requested that the NPS assign personnel to work with the Commonwealth and the FMA to draft language for the legislation to create the unit. The FMA board recommended that the fort itself and certain nearby properties be considered for inclusion in a future unit. The NPS will become a partner with FMA in its future historic preservation and public program activities.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 52

4.1.2.3. Virginia Department of Game and Inland Fisheries

Background. Stephen Living (Wildlife Biologist) and David Norris (Wetlands Project Leader) from the Virginia Department of Game and Inland Fisheries (DGIF) were involved with the Fort Monroe Natural Resources Working Group. The group’s report was presented to FMA in September 2009. Its executive summary noted that:

“The historic, cultural and natural resources at Ft. Monroe provide a wealth of opportunities for formal and informal education. The report identifies several broad interpretive themes for public programming ranging from habitat restoration to climate change… The report makes recommendations for several potential activities and programs, including summer camps, teacher development institutes, and family festivals. Infrastructure, possibly including an environmental education center in a new or existing building, will be needed to support these programs.”

Observations. Representatives from the interpretive master plan team briefly talked with Stephen Living by telephone. The Natural Resources Working Group’s recommendations were discussed, particularly those involving potential interpretive efforts. Relatively quick nature programming could be put into place at Fort Monroe whenever this is appropriate.

The Virginia Department of Game and Inland Fisheries could assist with future habitat restoration efforts at For Monroe. The department currently administers habitat for wildlife programs statewide, and offers “Habitat Partners” certification.

Recommendations. The Authority should plan on future participation by the Virginia Department of Game and Inland Fisheries. Specifically:

• Include one or more representatives on a future interpretive advisory group. • In particular, DGIF should provide technical assistance with future Fort Monroe operations involving fishing, boating, and wildlife watching. • Include aspects of DGIF’s Habitat Partners program in the Authority’s future environmental reclamation efforts.

4.1.2.4. Virginia Modeling, Analysis and Simulation Center (VMASC),

Background. The Virginia Modeling and Simulation Center has formally expressed an interest in applying its MOD-SIM prototype technology to create new visitor experiences within the interpretive framework of Fort Monroe. IS and FMA personnel met with VMASC personnel in Suffolk, VA to explore VMASC capabilities. The team has been working on identifying how mod-sim technology and program concepts could create new ways for

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 53 telling key stories identified for Fort Monroe. The application of MOD-SIM technology in an interpretive environment is an innovative undertaking and is different from computer animation techniques that are used quite widely in museum exhibitions. The differences can be characterized as follows:

Animations are used in museum exhibitions to explain how things work or how things have changed over time. For instance the construction of a locomotive and the principles of how a steam engine works may be used successfully in a railroad museum. Or, the transformation of a historical structure over long periods of time can be demonstrated compactly to explain how places have changed.

A simulation model on the other hand has a special function that is tied to a representation of a real-world situation that can show what the predictable behavior of something might be in response to certain actions or conditions. A simple illustration of this is the interactive driver’s ed training program that helps high school students learn about the consequences of actions on the road given particular conditions. At a much more sophisticated level, airline pilots are trained using simulation models to learn how to guide airplanes to a safe landing.

The Virginia Modeling, Analysis and Simulation Center (VMASC) describes its multi-disciplinary research center at Old Dominion University as follows:

“VMASC supports the University’s Modeling & Simulation (M&S) degree programs, offering M&S Bachelors, Masters and Ph.D. degrees to students across the Colleges of Engineering and Technology, Sciences, Education, and Business.

Working with more than one hundred industry, government, and academic members, VMASC furthers the development and applications of modeling, simulation and visualization as enterprise decision-making tools to promote economic, business, and academic development. VMASC concentrated on seven core modeling and simulation applied research areas:

• Transportation • Homeland Security and Military Defense • Virtual Environments • Social Sciences • Medicine & Health Care • Game-based Learning • Business & Supply Chain Modeling

VMASC moved to its new facility, located at 1030 University Boulevard in Suffolk, Virginia on September 24, 2007, where we have since hosted over 100 conferences, workshops, and special events. State-of-the-art capabilities consist of approximately

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 54 6,000 square feet of lab space including two general purpose labs, a visualization lab, a human factors lab, and a 74-seat virtual reality theater supporting live, virtual, and constructive simulation integration.”

Observations. Representatives from the interpretive master plan team have met twice with Thomas Reed and Robert Harper of VMASC to define the kinds of visitor experiences that would be relevant for creating MOD-SIM experiences that are consistent with the interpretive goals of the IMP. Opportunities for building a VMASC partnership with FMA were explored for Fort Monroe. These would be formally addressed in the form of an RFP for further research and development at a later date. The goal would be to create an incubator industry at Fort Monroe that will be poised to meet anticipated demand nationwide for mod-sim products targeted to historical experiences. In turn, this incubator industry would become a stimulus for creating jobs by new companies that would be formed. Their operations at Fort Monroe would be linked to a MOD-SIM cultural experiences industry that would incorporate gaming principles into various product lines.

The undeveloped casemates in Front 3 of the Fort were reviewed as a potential venue for creating a historical mod-sim experience. The concept would be to create a VMASC center as a separate institution that interprets history using avatar-based interactive experiences in each casemate that would focus on a particular story in a series of “caves.” As many as 16 undeveloped casemates would be adapted to create this series of simulated experience (caves) focusing on big moments in FM history that would be projected on the walls of the casemates. An example of one potential interpretive scenario that was discussed would be to create a MOD-SIM cave in the Casemate at Fort Monroe that would recreate the story of General Butler and the contrabands.

Recommendations. The Authority should plan for future participation by VMASC in the development of feasibility and market studies to determine the scope of the project and also the general public’s interest in MOD-SIM technology to interpret a historical site. Specific steps forward would be:

• For FMA personnel and VMASC to detail a number of interpretive scenarios that could be advanced for future research and development and related to a concepts and associated costs for programming the experiences. • To determine the institutional structure that would develop and operate the MOD-SIM experiences that are envisioned.

Interpretive Solutions/Leisure Business Advisors was requested to explore in more detail the possibilities and implications of a Fort Monroe-VMASC partnership. Please see Appendix L for the findings of this study.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 55 4.1.2.5. Virginia Sesquicentennial Commemoration of the American Civil War, City of Hampton

The FMA has already begun collaborating with this organization, which was established by the Hampton City Council to organize commemorative activities from 2011 to 2015. The group will share the story of the American Civil War in and with Hampton Roads’ citizens, students, and visitors by collaborating with other regional sesquicentennial committees, particularly Newport News and Williamsburg; highlighting Hampton Roads Civil War events with special events, programs, and tours; offering special programs for Hampton’s 5th, 8th, and 11th grade students; and a number of other projects.

4.1.2.6. Other interested parties

Several groups are interested in partnering at some level in Fort Monroe’s interpretive and education programming, but in ways that have not yet been explored in depth. These include:

• Coast Defense Study Group • Governor’s School for Science and Technology (Hampton) • • Hampton University • NASA • Newport News Public Schools • “The Historic Triangle:” Colonial Williamsburg, Jamestowne Settlement, , Yorktown Victory Center, Yorktown Battlefield • Virginia Council on Indians • Virginia Department of Conservation and Recreation • Virginia Tourism Corporation

4.1.2.7. Other potential partnerships (to be explored)

A number of other organizations present strong possibilities for future partnerships at Fort Monroe. These include:

• 5 other area schools districts • Norfolk State University • Other universities and colleges, including community colleges • Virginia Department of Education • Virginia Department of Historic Resources • Virginia Historical Society

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 56 4.1.3. Interpretive networks

Fort Monroe is eligible to join a number of interpretive networks. These relationships are highly desirable because they provide joint marketing and funding opportunities. FMA should take steps to join these networks as soon as possible.

4.1.3.1. Captain John Smith Chesapeake National Historic Trail

This trail, America’s first water-based national historic trail, commemorates the combined routes of Smith’s historic voyages on the Chesapeake Bay and its tributaries in 1607-1609. It was formally designated by Congress in December 2006 and stretches approximately 3,000 miles up and down the Bay and along tributaries in Virginia, , Delaware, and the District of Columbia.

4.1.3.2. Chesapeake Bay Gateways Network

The Chesapeake Bay Gateways Network brings together more than 160 different venues that encourage visitors to experience the “authentic Chesapeake.” It is intended to help the American public to “access, enjoy, understand and appreciate the natural, cultural, historic and recreational resources and values of the Chesapeake and its rivers and engage in their stewardship.”

4.1.3.3. Chesapeake Treasured Landscape Initiative

The initiative is intended in part to support landscape conservation in the watershed and to expand public access to the waters and open spaces of the Bay and its tributaries. It can have a positive impact on Fort Monroe due to its emphasis on working with various agencies to improve technical assistance for land conservation and to increase citizen stewardship by working closely with communities and landowners to provide more opportunities for members of the public to experience the Bay and rivers.

4.1.3.4. Star-Spangled Banner National Historic Trail

The Star-Spangled Banner National Historic Trail, authorized by Congress in 2008, commemorates the Chesapeake Campaign of the War of 1812, linking recreation and interpretive services on a trail winds through Maryland, Virginia, and the District of Columbia. Events in Hampton Roads, including the Battle of and the burning of Hampton in 1813 make should Fort Monroe eligible as a trail partner.

4.1.3.5. Virginia Birding and Wildlife Trail

The Virginia Birding and Wildlife Trail celebrates Virginia’s wildlife diversity. The Lower Peninsula Loop of the Coastal Trail already includes Hampton Roads. Fort Monroe would make a wonderful extension of the trail. The Virginia Department of Game and

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 57 Inland Fisheries, the sponsoring department, offers technical assistance in developing facilities for wildlife viewing.

4.1.3.6. Virginia Civil War Trails

Fort Monroe is already a partner in this trail system, with a number of interpretive signs already in place on site. The Trail commemorates events of the 1862 , and features not only Fort Monroe, but Fort Wool, the town of Hampton (burned yet again during the Civil War), the Battle of the Ironclads, and a number of other sites in nearby Newport News and Portsmouth.

4.1.3.7. Virginia Indian Heritage Trail

Interpretation of Theme 1, The Virginia Indians, makes Fort Monroe eligible for inclusion in this publication, which is created by members of the Virginia tribes. It reflects Virginia Indian perspectives on their own history and how that history is interpreted.

4.1.3.8 Washington-Rochambeau Revolutionary War Historic Trail

One of the nation’s newest historic trails (March 2009), this Trail traces a 680- mile long route, from Newport, Rhode Island, to Yorktown, Virginia as U.S. Continental troops and French allies under Jean-Baptiste Rochambeau marched with George Washington on their way to confront British General Charles Cornwallis at Yorktown. A French fleet under the command of the Comte de Grasse joined the campaign, defeating British warships in the Battle of the Chesapeake, which took place near Old Point Comfort. The subsequent French blockade prevented Cornwallis’ escape and led to his defeat at Yorktown, the last battle of the Revolutionary War.

For links to these interpretive networks, please see Appendix M.

4.2 Interpretive venues

A key element of the IMP process is to determine the suitability of different buildings for visitor center use and to identify other potential spaces that could serve as interpretive venues for Fort Monroe’s partner museums. The basic interpretive needs of partners were identified by the FMA along with its potential museum and natural history education partners.

To place the assessment into context, a key priority of the FMA is to set aside as little real estate as possible for non-income generating uses. The FMA will not be getting tax revenues from the state or the city of Hampton. Therefore, obtaining major sources of revenue for operation of the new community to be developed at Fort Monroe will come through the creative marketing of real estate assets. Earned income opportunities are another source of revenue. Therefore, it is critical that the FMA identify which buildings will be most effective for delivering interpretive services, given the significance of Fort Monroe’s

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 58 historic, recreational and environmental resources. The cultural assets can serve as a powerful magnet for building tourism and tourism dollars to Fort Monroe, much as an anchor store like Sears or Macy’s is critical to the success of a shopping center. The venues identified by the Interpretive Master Plan (IMP) identify critical sites where visitor experiences will occur and where exhibitions are most effectively presented.

The venues assessment began with a comprehensive view of Fort Monroe’s building stock. With the assistance of FMA’s historic buildings division, a preliminary reconnaissance of buildings that could conceivably be suitable for exhibitions and interpretive functions or programs was conducted. From a museum exhibitions and interpretation standpoint, buildings were sought could provide “turn-key” spaces that potentially meet (with adaptive use) national standards for the care and display of collections, provide a suitable venue for the hosting of guest exhibitions and collections, and provide a safe, hospitable, and rewarding environment for visitors.

Criteria for Museum Use. FMA and its museum partners identified several key criteria for buildings that could be suitable for museum use. Their concern was primarily with factors such as security installation, special climate controls, ability to regulate environmental conditions to ensure safe collection display and storage, and the need to control natural light and to cover exposed windows or to filter them to reduce both UV and light intensity.

Another key factor is the availability of high ceilings, 15-18” feet high. Museums need tall spaces in which to display large items such as flags and banners, or to suspend certain items for dramatic effect. Further, the ability to provide for flexibility in arranging interior spaces for specific uses, wide doorways, and ADA compliance throughout are important concerns. At Fort Monroe, especially, the ability to ensure against a threat from potential flooding is a particular concern for institutions considering these venues. The need for adequate restrooms is an additional consideration. Together, these criteria guided and informed the search for potential venues from the building stock available at Fort Monroe.

4.2.1 Analysis of Potential Exhibit Spaces

The FMA instructed the IMP team to select up to six buildings that had the potential to be suitable either as a visitor center or as a museum-quality exhibition space of potential interest to future museum partners. Exhibit designer Steve Feldman of Steve Feldman Design (SFD) of , PA, working in conjunction with the FMA restoration architectural firm Hanbury Evens, Wright and Vlattas, conducted an in-depth analysis of the following buildings:

Buildings outside of inner fort area: Building #210 – The PX Building #27 – The Arsenal Building #171 – The Fitness Center

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 59 Buildings within the inner fort area: Building #5 – The Barracks Building #105 – The former Army Gymnasium; now the Budget Office Building # 9 – The Band Building

To conduct an in-depth analysis of these buildings, exhibit designer Steve Feldman of Steve Feldman Design (SFD) of Philadelphia, PA examined each building regarding these main areas of concern:

• The ability to safely and efficiently receive, transport, prepare and store objects and archival materials • The ability of the facility to safeguard objects from loss or damage due to pests, fire, extremes of light or temperature, theft, vandalism, water or natural disasters • The preparation of an emergency plan for coping with disaster conditions • The proper staffing of the facility with qualified personnel

As part of his analysis, Feldman reviewed the Standard Facility Report published by the Registrars Committee of the American Association of Museums (AAM). This document provided guidelines for assessing the ability to safely house historic objects and archival materials. This kind of reporting information, filled in by institutions seeking AAM accreditation, is an important component of the consideration they will receive towards successful accreditation. Please see Appendix N-3, Standard Facility Report, American Association of Museums.

A series of evaluative matrices were generated to assist FMA in evaluating building suitability for exhibits with original objects. The matrices evaluate many of the criteria included in the Standard Facility Report as well as criteria more closely linked to the anticipated visitor experience at Fort Monroe. The SFD draft report is provided in Appendix N. The report contains a case study from the Fairmount Water Works Interpretive Center in Philadelphia that deals with flood preparedness in exhibit design.

The results of the suitability study for the FMA and its partners provide a framework for evaluating which buildings at Fort Monroe will be most valuable for long term cultural property use. It is important that the needs of the museum partners and their specific requirements be recognized by FMA’s real estate division before it begins to promote property to investors. Those buildings with capacity to house exhibits should not be absorbed into the overall inventory of building assets to be promoted for long term leases. Short term leases are preferable, as partner institutions are not likely to be ready to commit to a formal presence in the near future. Nevertheless, certain buildings have been set aside for cultural uses because of specific criteria. They can serve as magnets to draw outside museum visitorship. Buildings destined as interpretive venues that are let under short-term leases should not be modified in any way that could impede future cultural uses by a prospective FMA museum partner.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 60 4.2.2. The Post Exchange (PX) as Fort Monroe’s Visitor Center

The Feldman suitability study points out the opportunities and a few limitations of the PX building as a venue for the new visitor center. This analysis, coupled with reviews of alternative sites with the FMA and the IMP Steering Committee, suggests that the PX is the preferred location. With its 34,000 SF of space, the building offers considerable flexibility for short-term and long-term development.

A key advantage of this site is its proximity to the historic inner fort area. The Visitor Center entrance is a comfortable 6-7 minute walk to the north gate and about a 10 minute walk to the east gate of the fort along existing grass pathways following the edge of the moat and former water battery. The moat boat launch also allows for possible creative use of the moat as a basic tourist waterway to reach the North Gate from the Visitor Center. A flat boat could be cable driven as in some 19th-century water crossings.

A substantial number of visitors will want direct access to the natural areas of the peninsula without entering the inner fort. Beach users, for example, will want to head to the shore, and birdwatchers will want information about locations to visit along Mill Creek. The PX is situated comfortably on the route leading to the recreational and environmental areas of the peninsula as well as to the inner fort. A key point is that the PX does not require automobile entry into the community or the historic fort itself.

The Feldman report explains how the Visitor Center could be laid out in phases in order to access the fort’s stories. It offers a graphic representation of the potential phasing of the growth of the center from the “core exhibit” to be developed by FMA at the outset (perhaps in the 5,000 SF to 8,000 SF range) and indicating the potential for adding special spaces for other functions, eventually reaching the 34,000 SF space availability.

Orientation function of the Visitor Center. The visitor center will serve as a portal or springboard to the Fort Monroe experience. It is not the destination, but an opportunity to prepare visitors for their exploration of the site. It should give visitors enough information so that they will want to go out into Fort Monroe and will understand what they experience when they get there. The goal of the interpretation at the Visitor Center is to help people decide which particular sites to visit in the landscape. The exhibits should be designed for general audiences and should communicate to visitors that despite the bucolic landscape they see today, this place was quite different and saw many changes over the centuries, whether one looks at the site from an environmental or historical perspective.

The experience of arrival at Fort Monroe and visitor services at the current PX building are described in section 6.2.2 of this report as part of the Cultural Business Plan. Upon arriving at Fort Monroe, visitors would initially park at the Visitor Center parking area at the current PX site. The Visitor Center would feature bathrooms, snack bar, and an extensive retail operation. Just inside the entrance, lobby monitors or interactive computer stations would assist visitors with general orientation to experiences available at Fort Monroe. Visitors will be able to plan their visit whether they seek a 2-3 hour stay, a full day

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 61 stay or a multi-day visit. See Figure 3 below for an example of how Gettysburg visitor center successfully accomplished this key task. At that point visitors will be able to purchase tickets for additional optional activities not covered by the FMA’s conservation entry fee and to

Figure 3. Visitor kiosk at Gettysburg National Historic Park.

make arrangements to visit the historic fort or to proceed on to natural and recreational attractions located in the northern section of the peninsula. Large wall maps and information panels would also be displayed here. For those that have not previously downloaded digital audio tours for their iPods, cell phones, or other handheld devices, visual instructions would be given here to do so. Optional activities that do not have a natural starting point would begin here at the Visitor Center lobby. These include personally-guided docent or naturalist tours provided by Fort Monroe’s partners.

Interpretive Exhibits about Fort Monroe. For cultural visitors, the core experiences will be encountered within the Visitor Center in the permanent and temporary exhibit galleries interpreted by Fort Monroe’s partners. In addition, the Visitor Center would include an optional multimedia orientation film and multi-purpose educational space for programs and classroom use.

After having viewed the core exhibit, cultural visitors would likely leave the Visitor Center and head south directly across toward the moat and the historic fort area. Two pedestrian paths will be made available, one to the North Gate and one to the East Gate (See Figure 14, Map of Phase 2.) Alternative travel options would be available. For those physically unable to walk distances, dedicated accessible parking spaces would be provided at key locations throughout Fort Monroe. Biking concessions and marked lanes could be provided. Golf cart access deserves consideration as well during Phase I of the project. During future phases, a public circulatory conveyance system is strongly recommended. This option is addressed in more detail in section 4.2.10.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 62 4.2.3 Evaluation of Potential Environmental Education Exhibit Venues

To address the needs of environmental education and outdoor nature study, the recommendations of the Fort Monroe Natural Resources Working Group (NRWG) Report (See Appendix I) that was issued on September 24, 2009 were reviewed. A special walking tour was conducted on March 9. 2010 with members of the natural history working group and other interested parties. The focus of the tour was on buildings that had been identified as potentially suitable for environmental education programming. Criteria used to evaluate buildings included proximity to the northern reaches of the peninsula and access to the marshes of Mill Creek. Also, finding a site that could provide programming uses in a quick start up phase was considered a high priority with minimal capital improvement requirements. From the outset, it was understood that this space would utilize teaching collections only because of the potential for flooding in this area during major storms. The following buildings were examined for evaluation of suitability to create a nature center at Fort Monroe:

Building # 38 – Storage Building # 32 – The RV court office building Building # 247 – The storage facility located next to the heliport

Of these, Building #32 would be best suited for educational programming needs as described by the NRWG. The added benefit of having an existing canoe/kayak/boating storage facility at Building #32 enhances the possibility of developing marsh explorations by kayak. Interpretive programming based in this facility could begin within a very short start- up period (5-6 months) from the opening up of the fort to public uses.

In addition to looking at buildings for their suitability for environmental education programming, the group looked at the following buildings with an eye toward evaluating potential long term uses of the structures as natural history museum spaces:

Building #105 – The former Army Gymnasium; now the Budget Office Building #7 – The current Army library Building # 9 – The Band Building

The long term development any of these structures would require considerable capital improvements. It is not possible at this time to indicate what types of programming might be under consideration at these sites in the future.

Finally, the group conducted a walk-through of Building #87, Randolph Hall, the Army’s dormitory building for the Army band. The building is located across from the main security control station of present-day Fort Monroe. The potential for student/teacher housing dormitory space was seen as a major asset for Fort Monroe, offering a great venue for supporting education training institutes and providing earned income for the FMA. Further action on this building opportunity was viewed unanimously by representatives of the natural resources advisory group as a direction to explore further with a detailed feasibility study.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 63 4.2.4. Other interpretive venues for natural resources

In September 2009, the Fort Monroe Natural Resources Working Group (NRWG) released a report to the FMFADA that made recommendations for the preservation, reclamation, interpretation and recreational use of natural, cultural and historical resources at Fort Monroe. It recommended “graded recreational use in the Parks and Recreation areas with minimal disturbance and maintenance of the natural setting at the northern end of the property, moderate impact recreation (e.g., picnicking, camping, beach use) in the area of the old officers club (the Bay Breeze complex) and more intensive recreation (organized sports, heavy use beaches, festivals) in area south from the club to the north boundary of the Wherry District.”

In accordance with these guidelines, interpretive functions were identified and locations specified for program delivery. These are presented below.

Create Nature Interpretive Center. The NRWG recommended renovation of an extant building to serve as a nature education center that would support educational programming tied to the natural areas of the fort. This center would host simple, informal exhibits, classrooms and education staff offices. Building # 32, the current RV court office, has been selected for this function.

Figure 4. Front view of Building #32, RV office

The small interpretive center would provide orientation and an overview for visitors and a gathering place for school groups. It would be a key resource for the education of the general public and the casual visitor about Mill Creek and important lower Chesapeake Bay ecosystems. The building would serve as an indoor site for environmental education programming (e.g., teacher and student study areas). Limited facilities would be available for preparation and display of specimens for study and educational programming (e.g., dip net tanks. A trail from the nature center will lead to an outdoor amphitheater suitable for demonstrations and lectures for groups of up to 100 persons. Demonstration aquaria in the nature center could interpret shad and live creatures of the bay. A living marsh display could be provided with a living oyster reef and associated plants and animals. In addition, researchers and educators from partnering organizations would create demonstrations of

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 64 “best practices” in beach and wetland conservation and wildlife management, which would be interpreted to the public.

Develop educational/interpretive site on Mill Creek. An exterior educational/ interpretive site on Mill Creek could be conveniently provided adjacent to the new Nature Center described above. This site, located at the beginning of the northern Parks and Recreation areas (PR), and close to the existing canoe/boat storage facility existing at Building #32, offers the following:

• A hand launch site for paddle craft trails through the marsh area • Easy access for interpretive water trips • An opportunity to restore the marsh shoreline by removing extraneous rocks and concrete (as seen in Figure 5 below). • Possibility of creating a deck with a small amphitheater for ranger talks in picnic area as seen in Figure 6.

Figure 5. Rear view of Building #32, current RV office, showing site that could be modified for launching paddle craft. Shoreline restoration will be needed.

Figure 6. Shoreline of Mill Creek offers potential site for amphitheater

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 65

Provide informational kiosks at nature center and other key locations. The Fort Monroe Natural Resources Working Group’s report calls for creation of informational kiosks near the nature center and other key points where the Fort Monroe visitor would need to be oriented to the availability of self-guided tours and special educational programming. In addition to standard 3-dimensional kiosks with interpretive panels, relatively inexpensive cell phone technology or downloadable information for key locations around the FMA property is also recommended.

Figure 7. Typical marker identifying cell phone information availability for historic/nature tour. View from Laurel Hill Cemetery interpretation in Philadelphia, PA.

Develop interpretive signage as part of trail systems (land based). Trails with adequate and accurate signage regarding natural features is needed, along with pull-outs at strategic places along roadways (along Mill Creek on Stillwell Rd.) to provide opportunities for wildlife observation and educational signage.

The Fort-Wide Trail System would enable guided nature hikes within the beach- dune-marsh complex. A gazebo blind creates an outdoor classroom as well as a site for wildlife observation. This trail would be linked into regional trail systems such as the Virginia Birding Trail and the Captain John Smith Chesapeake National Historic Trail (see Section 4.1.3). Interpretation for this component of the system of trails is identified on Figure 8, Map of Upper Peninsula.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 66 Fort Monroe Draft Interpretive Master Plan

Figure 8 FORT MONROE ENVIRONMENTAL EDUCATION VENUES

Kiosk

Habitat Restoration Interpretation Interpretive signage as part of trail system

Dunes sign system

Modify existing infrastructure Buoy interpretive units for kayak/ canoemarsh trail Marsh Overlook Platform

• Kiosk • Nature Interpretive Center • Educational Interpretive site on Mill Creek

Kiosk Demonstration Gardens Native Plant Restoration

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In In addition, the southern section of the property on the parade grounds features an exception stand of Live Oaks. At least one of the trees was present prior to the founding of the Jamestown Colony and serves a witness to the continuous time line of history associated with Fort Monroe. Interpretation of the Live Oaks and related floral species is recommended for the Fort’s parade grounds.

Figure 9. View of live oak stand at Fort Monroe parade grounds behind Old Quarters #1.

Figure 10. Example of typical wayside exhibit in park environment. A common set of graphic standards will need to be established for the entire set of Fort Monroe interpretive venues, both historical and natural.

Develop interpretive buoy units for kayak/canoe marsh trail. Visitors should be provided opportunity for a quiet and solitary wildlife experience in the marsh. For those who want information, short buoy-based interpretive programming for cell phones or iPods should be provided, patterned after the buoy interpretation developed for the Captain John Smith Water Trail.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 68 Build enclosed marsh overlook platform. An enclosed marsh overlook platform blind would accommodate relatively large school or scout groups and expand the existing recreational uses for the Central Area. Ecotourism would be encouraged with the availability of bird watching, geo-caching and nature photography primarily at the north end of the recreation area, but colorists will utilize the entire property.

Modify and upgrade existing infrastructure supporting wildlife viewing. Existing infrastructure at Fort Monroe does support wildlife viewing, but upgrades are needed, including new trails, pathways and viewing platform, as well as a covered observation platforms.

Figure 11. Existing infrastructure supporting wildlife viewing and providing interpretation of habitat in the northern peninsula.

Create signed trail system behind the dunes at the north end of the PR area. This area should include both bicycle and handicapped accessible sections. The trail system should be relatively seamless with sign standards that are consistent for the historic and natural areas. The recreational area trail should be integrated into and signed consistently with any historic or other trails developed on the Fort Monroe property.

Interpret environmental restoration and enhancement projects. Habitat restoration is needed throughout the property but especially in the dunes and in the reforested or tall grass tracts. Various recommended strategies have been proposed for Fort Monroe by the Natural Resources group. The various restoration efforts, when implemented, can be interpreted and used in conjunction with teacher training and educational programming to be developed with partner organizations. Updates and interpretive messages on the progress of restoration efforts can be provided using live web-cam monitors that are linked to the nature center. Also opportunities for the use of hand-held interpretive devices should be explored . Interpretive signage for native plant restoration. The NRWG recommended continuation of the current practice of landscaping with the use of native vegetation, which

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 69 enhances populations of native pollinators like honey bees and butterflies. Interpretive signage should be located adjacent to demonstration gardens that have been suggested, using appropriately spaced paths that enhance the opportunity for visitors to learn more about how Fort Monroe is working to support native habitat landscaping and protecting local water quality. If possible, the demonstration gardens should be located adjacent to prominent community activity areas and dining areas, to heighten public awareness of what native plant restoration looks like. One such area to consider may be the grassy area between the Bay Breeze Community Center and Battery Church.

Figure 12. Grassy area between the Bay Breeze and Battery Church provides opportunity for native plant restoration gardens and their interpretation.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 70 4.2.5. Parking and access issues

The lack of onsite parking is a serious problem for Fort Monroe. The FMA has determined that it will discourage driving tours of the site due to auto emissions and the lack of adequate security to monitor the entire site. Tourist parking will need to be centralized, with approved parking areas clearly marked, to discourage visitors from parking in spaces assigned to residences and businesses. The possibility of assessing an FMA conservation fee at parking lots should be explored by a qualified transportation planning consultant.

On-site parking was found to be a significant problem in five of the six buildings studied by the planning team. Another constraint is that tour buses are unable to get inside the moat, and school buses must be small enough to get through the Sally Ports. This condition may impede opportunities for providing changing exhibits inside the moat, although modular exhibit construction techniques can be planned ahead of time to accommodate this problem. This would require that custom modules be produced by exhibit fabricators as part of exhibit specifications. For larger museum adaptive use construction projects, crane service could be employed to deliver supplies over the moat and fort walls, but this would be a rather expensive way to move in. Because standard moving trucks will not fit through the ports, another alternative would be to have objects offloaded outside the moat and transferred to smaller trucks, increasing risk of damage. All building examined by the IS team have parking spaces for handicapped accessibility, and all are handicapped accessible, but not all have ADA-compliant front entrances.

4.2.6 Fort Monroe Circulator System

Given the constraints with parking, FMA is strongly advised to plan for a central circulatory system to address the parking problem effectively. Access to Fort Monroe’s interpretive venues as well as its residential community would be greatly enhanced with a central circulator system. A system of this kind would fall under the Federal Transit Administration (FTA)’s category of “Urban Circulator Systems.” Urban circulator systems such as streetcars and rubber-tire trolley lines provide a transportation option that connects urban destinations and foster the redevelopment of urban spaces into walkable mixed use, high density environments. This type of urban circulator operates with a regular service and within a closed loop – usually three miles or shorter in length – and serves an urban area. Examples are the Portland Streetcar, the Denver 16th Street shuttle bus and the Lynx LYMMO in Orlando, which is a bus-based fixed guideway.

FTA believes projects that provide circulation through an urban area qualify, whether or not they have an actual loop as long, as they follow a course that returns to the starting point and distributes riders around the area. See Section 8.4 for more information on funding.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 71 4.3. Public programs

In this section, recommended public programs are presented in the context of a phased implementation plan. The earliest phase will depend heavily upon programming presented by Fort Monroe’s interpretive and educational partners. These programs will require little in the way of physical infrastructure in the beginning. During Phase 2, the Authority will develop a visitor center that will serve multiple functions, and create space for museum partners to showcase key collections. During Phase 3, additional interpretive venues come on line. In Phase 4, museum partners create satellite units, and some develop a more permanent presence at Fort Monroe.

The sections that address the interpretation of each theme include more detailed suggestions for programs, events, and media. These are the best of the ideas generated by Steering Committee members, who brainstormed and then ranked interpretive services according to their effectiveness for various audiences.

4.3.1. The four phases of development

In a site so rich with stories, it is difficult to know just what program or interpretive service ought to be prioritized over another. The phases developed here take into consideration two criteria: 1) the programs that can most easily and quickly become operational while more complex programs are under development, and 2) programs that fill in thematic gaps.

In summary, Phase 1 (1-3 years) begins with partner-provided programs on site that have minimal need for infrastructure. Some services are already in place: the Casemate Museum, the Tourist and Convention Bureau’s podcast, and the Authority’s walking tour among them. A visitor information area will be created in the lobby of the PX. This space is limited to the area now occupied by the barbeque restaurant and the corridor leading to the restrooms. All space north of the information area will be blocked by a floor-to-ceiling wall. This information area serves the purpose of visitation headquarters while the Authority concentrates on developing the PX as a more complete Visitor Center that features theme- based exhibits.

During the second phase (3-5 years), the Visitor Center is fully up and running, with an exhibit gallery that introduces each of the six themes. In addition, museum partners have created a rotating schedule of temporary exhibits (6-9 months) in the Visitor Center that keeps visitors returning for new experiences.

In Phase 3 (5-10 years), with the Visitor Center still at the heart of Fort Monroe’s interpretive services, additional interpretive venues are created: Old Quarters #1 is opened to the public, and other buildings inside the moat are being readied to serve as museums.

During Phase 4 (10-15 years), museum partners begin to occupy the buildings that have been set aside for them. The museum campus concept is complete. The National Park

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 72 Service has begun restoration of Battery Parrott to serve as The Museum of the Defense of the Nation.

The detailed steps are as follows:

Phase 1: Visitor amenities (1-3 years). It is important to remember that, if basic visitor amenities are in place, there is quite a lot for visitors to do already at Fort Monroe, even without adding more interpretive services. Visitors can stroll along tree-lined streets in the Historic Village; explore the Fort; hike the ramparts, visit the pet cemetery, and see where the Battle of the Ironclads took place; discover the Casemate Museum’s in-depth exhibits; and watch ships pass in the harbor. Battery Irwin is open for visitors to explore, and the other batteries are fascinating relics of the fort’s past history, even when only viewed from outside. Interpretive signs are already in place in some locations, including the Lincoln Gun, Lee’s Quarters, and Engineer Wharf. Recreation-oriented visitors can jog along the seawall, bike the trails, watch birds, fish, and go to the beach. Because there is already a great deal to experience, the creation of visitor amenities and services that would support visitor needs should be the Authority’s first priority. These are (at minimum):

• A modest Visitor Welcome Center, including a museum retail store, is created in a lobby space created in the interior of the PX building. • With the traffic, circulation and parking study (see Sections 4.2.9 and 4.2.10) having been completed, parking and bathrooms for beach visitors must be created. Directional signage is installed. • The Welcome Center serves multiple functions. Of course, it offers bathrooms, drinking fountains, and vending machines. An information desk provides orientation information: how to get around/find ones way, what there is to do. Information on existing interpretive and recreational opportunities is available, including the existing walking tour, the iPod tour, and partner programs. Simple panels indicate each of the Fort’s interpretive themes, but there are no interpretive exhibits, except pre-existing exhibits that can easily be borrowed from other institutions (for example: waterman/pilot photo exhibit from Hampton University). A retail operation provides guests with a means to extend their interpretive experience by bringing home relevant reminders of their visit. • Other than those belonging to beach goers, residents, and on-site workers, automobiles should not be permitted in the area of the fort. The afore-mentioned circulation system therefore is an immediate need. The Authority should issue an RFP for transportation services before opening to the public, and have a trolley or other transportation concession in place upon opening. • Visitors will need a place to eat. The Chamberlin could provide upscale dining, but there will be a need for a more modest venue as well. This, like the circulation system, should be a concession, location to be determined. A museum food services specialist should be engaged to help with planning. o Potentially, the current restaurant operating at the Marina could be approached to explore their interest to remain in operation. This restaurant should be asked to consider using credit/debit card services as

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 73 most tourists will seek this convenience and not have to do resort to “cash only” transactions. • Bathrooms in addition to those in the visitor information center would be needed. Until further infrastructure can be developed during Phases 1-4, existing bathrooms should be designated, including those in the Casemate Museum, and perhaps the Fitness Center, which has many toilets. The food concession would of course feature bathrooms as well.

Phase 1: Interpretive services (1-3 years). During Phase 1, programs requiring minimal infrastructure are provided by Authority partners, giving the Authority time to develop the Post Exchange (PX) as the Visitor Center, to open in Phase 2. Under-interpreted themes are also prioritized. Priorities for this phase are: • RFPs have been issued for program partners. Organizations including the Virginia Living Museum, Virginia Museum of Natural History, and Virginia Department of Game and Inland Fisheries create a shared schedule for natural science programming to be presented on weekends during the shoulder seasons of spring and fall, and each day or nearly every day during the summer. The Virginia Council on Indians develops a program that involves hands-on demonstrations of traditional tools of food procurement. Many of these programs will be offered by volunteers from the partner institutions. For example, the Casemate Museum already has at least ten volunteers, mostly retired military personnel, who regularly contribute their time, and the Virginia Living Museum has a cadre of 400 highly qualified volunteers from the Hampton Roads area. The partner programs are revenue-neutral, but the Authority provides the publicity and schedule coordination, while the partner organizations handle booking and fees. A partner advisory group is formed to coordinate partner programs. • To support these programs, the existing RV Park Office (Building 38) is made available as an Environmental Education Center. • Meanwhile, other RFPs have been issued for vendors to provide in-person heritage interpretation. Heritage partners offer guided walking tours as well as step-on bus/trolley tours. These partners may include the Hampton History Museum, the Museum of the Confederacy, and private contractors. • A vendor is sought to provide a boat tour, based at Fort Monroe’s marina, that interprets Old Point Comfort and Hampton Roads. • Randolph Hall is organized to host visiting scholars, teachers, and school groups. An RFP has been issued for a manager for the facility, modeling the enterprise on organizations like the Environmental Center run by the Cuyahoga Valley National Park Association, which operates at a profit. • Natural science partners begin to offer multi-day, overnight field trips to school groups and Scout troops. Some existing teacher training programs already run by Authority partners are re-located to Fort Monroe. • Partners begin to operate week-long summer camps. • A brochure, similar to the National Park Service “uni-grid” brochure, is produced, including a map of the property that highlights existing interpretive

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 74 venues. Future editions of the brochure will include interpretive venues that have been added in later phases. • Interpretive signage must be enhanced throughout the site. A coordinated program of wayside exhibits is a high priority, along with a few interpretive kiosks. Graphic standards should be created that complement and coordinate with the site’s overall signage system, but that calls out interpretive signage in a distinctive way.

Phase 1: program development. The first three years are building years for the Authority’s interpretive and educational program. The focus is on raising money for, and designing and developing the Visitor Center in the PX building. The Visitor Center is planned with seven separate gallery spaces, one for each of the six primary interpretive themes, and one temporary gallery, along with an information desk and other visitor amenities, including an extensive retail space, which should be planned with the help of a qualified specialist in museum retail operations. Exterior upgrades, perhaps including murals, banners, or other supergraphics will enhance the bland appearance of the building. See Appendix J for an example of how another institution, the Pennsylvania Anthracite Heritage Museum, accomplished a museum building identity upgrade to a similarly bland exterior façade.

Walking and bicycle paths are created from the Visitor Center’s south entrance to the Water Batteries, to enter the Fort via the East Gate. Similarly, a walking/bicycle path is created along the moat to reach the North Gate of the Fort. The route for the circulation system is recalibrated to carry visitors from the Visitor Center throughout the site. The building is ready for visitors at the beginning of Phase 2.

Summary of Phase 1

Phase In Place Under Development 1 Visitor Welcome Center PX Visitor Center, including information (1-3 yrs) Circulatory system services, theme-based exhibits, Interpretive boat tour temporary exhibit space, snack bar & other visitor amenities, and museum Modest food service retail shop. Bathrooms Beach parking lot Existing Fort Monroe heritage Pedestrian pathways from VC to Fort features Environmental Education Center Possible “Moat Float Boat” to bring New brochure people to the Fort Partner programs Two partner organizations commit to Overnight field trips (partners) staging sequential temporary exhibits in Summer camps (partners) the VC, one/year for the two years of Teacher Institutes (science, partners) Phase 2. New wayside exhibits Coast Defense Study Group helps FMA

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 75 Randolph Hall “dormitory” develop Fort Monroe unit of Army Partner with VA Council on Indians Ground Forces to conduct living history to perform hands-on demos with programs interpreting Theme 5. repro traditional tools: food procurement by Year 3. MARS Building developed as WWII era lookout & venue for living history programs Partner with HU Theatre & History Depts to begin to develop living history programs and/or 1st person interp or theatrical performances Partner with VMASC in pilot program for mod-sim interp of history: interactive conversation with J. Davis in his cell.

Interpretation of Theme 1, Natural Environment, Phase 1 Partner programs Environmental Education Center Field trips Summer camps Teacher Institutes Wayside exhibits

Interpretation of Theme 2, Virginia Indians, Phase 1 Partner programs

Interpretation of Theme 3, African American Experience, Phase 1 Casemate Museum (to a limited extent) Wayside exhibits [Living history programs TO COME]

Interpretation of Theme 4, Civil War, Phase 1 Partner programs Casemate Museum

Interpretation of Theme 5, Defense of Nation, Phase 1 Wayside exhibits [Living history programs under development: partners]

Interpretation of Theme 6, Old Point Comfort Resorts, Phase 1 Partner programs [Possible VC temporary exhibit under development with Hampton History Museum]

See Figure 13, Map of Phase 1

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Figure 13 INTERPRETIVE MASTER PLAN PHASE 1: 1 – 3 YEARS

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HIGHLIGHTS FOR PHASE 1:

- Create visitor information lobby in PX - Featured existing interpretive experiences Phase 2: Visitor amenities (3-5 years). Visitor amenities are now centered in the Visitor Center. Not only do visitors find exhibits there, but they now can eat and shop for interpretive theme-related merchandise in the former PX. A pedestrian path leads them on a scenic walk along the Water Batteries to the East Gate of the fort. Or they take the “Moat Float Boat” from the put-in (former boat launch serving the moat waterway) near the Visitor Center to the North Gate.

Phase 2: Interpretive services (3-5 years). Phase 1 partners continue to offer programs, while new partners come on board. Fort Monroe has convened its own unit of Army Ground Forces to interpret World War I-II themes (see Section 3.4.6 for more details). Hampton University’s Theatre and History Departments have partnered with Fort Monroe to create an internship program. HU students, coached by their professors, serve as docents or present first-person, theatrical or living history interpretation.

Phase 2: Program development (3-5 years). Either through fund-raising or a partnership arrangement, Old Quarters #1 is developed as a dynamic historic house museum that is interpreted through first-person and/or theatrical performances that reference the people and events of this historic building. Museum partners continue to sequence temporary exhibits into the Visitor Center at the rate of approximately one exhibit per year.

Summary of Phase 2

Phase In Place Under Development 2 All of Phase 1, plus: Old Quarters #1 interpretation (3-5 yrs) Visitor Center in PX Museum partners continue to plan for Theme-based exhibits in PX series of temporary exhibits in VC 1st temporary exhibit by partner 2nd temporary exhibit by partner Planning for professional-produced Pedestrian path to from VC to fort orientation film on Fort Monroe history Possible “Moat Float Boat” and themes WWII Living History program by partner African American Living History program by partner MARS Building lookout interpreted by partner

Interactive mod-sim conversation with Jeff Davis in his cell

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 78 Interpretation of Theme 1, Natural Environment, Phase 2 Partner programs Environmental Education Center Field trips Summer camps Teacher institutes Wayside exhibits Visitor center exhibit

Interpretation of Theme 2, Virginia Indians, Phase 2 Partner programs Visitor center exhibit

Interpretation of Theme 3, African American Experience, Phase 2 Casemate Museum (to a limited extent) Wayside exhibits Living history programs (partner) Visitor Center exhibit

Interpretation of Theme 4, Civil War, Phase 2 Partner programs Casemate Museum Visitor Center exhibit Interactive mod-sim conversation with Jeff Davis in his cell

Interpretation of Theme 5, Defense of Nation, Phase 2 Wayside exhibits WWI-II living history programs (partners) MARS Building open to public

Interpretation of Theme 6, Old Point Comfort Resorts, Phase 2 Partner programs Visitor Center exhibit

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 79 Fort Monroe Draft Interpretive Master Plan

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Figure 14 INTERPRETIVE MASTER PLAN PHASE 2: 3 – 5 YEARS

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HIGHLIGHTS FOR PHASE 2:

- Develop Randolph Hall as dormitory for training institute - Open Visitor Center with core exhibits and pedestrian pathways to North Gate and East Gate - Open exhibits in MARS Building - Pedestrian pathways Phase 3: Visitor amenities (5-10 years). Resort development has started to “take off,” so there are many more shops and restaurants for visitors to enjoy.

Phase 3: Interpretive services (5-10 years). Old Quarters #1 opens to the public, not just as an historic house museum, but peopled with living history demonstrations and first person interpreters.

Phase 3: Program development (5-10 years). FMA works with NPS to develop new interpretive venues, including a Defense of the Nation Museum in Battery Parrott.

Summary of Phase 3

Phase In Place Under Development 3 All of Phases 1 & 2, plus: FMA works with museum partners to (5-10 yrs) raise funds to begin to create museum campus Old Quarters #1 opens to public Museum partners continue to plan for series of temporary exhibits in VC Orientation film begins its run in NPS begins planning for FMA Visitor Center partnership; Defense of Nation Museum in Battery Parrott

Interpretation of Theme 1, Natural Environment, Phase 3 Partner programs Environmental Education Center Field trips Summer camps Teacher institutes Wayside exhibits Visitor center exhibit Orientation film

Interpretation of Theme 2, Virginia Indians, Phase 3 Partner programs Visitor Center exhibit Orientation film

Interpretation of Theme 3, African American Experience, Phase 3 Casemate Museum (to a limited extent) Wayside exhibits Living history programs (partner) Visitor Center exhibit Orientation film

Interpretation of Theme 4, Civil War, Phase 3 Partner programs Casemate Museum Visitor Center exhibit

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 81 Old Quarters #1 Orientation film

Interpretation of Theme 5, Defense of Nation, Phase 3 Wayside exhibits WWI-II living history programs (partners) MARS Building open to public Old Quarter #1 Orientation film

Interpretation of Theme 6, Old Point Comfort Resorts, Phase 3 Partner programs Visitor Center exhibit Orientation film

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 82 Fort Monroe Draft Interpretive Master Plan

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Figure 15 INTERPRETIVE MASTER PLAN PHASE 3: 5 – 10 YEARS

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HIGHLIGHT FOR PHASE 3:

- Restore and interpret Old Quarters No. 1 Phase 4: Visitor amenities (10-15 years). Resort development has continued, so now there are even more shops and restaurants available.

Phase 4: Interpretive services (10-15 years). Battery Parrott opens as The Defense of the Nation Museum under National Park Service management. Three or four museum partners move satellite operations into the museum campus buildings.

Phase 4: Program development (10-15 years). To be determined

Summary of Phase 4

Phase In Place Under Development 4 All of Phases 1, 2 & 3, plus: To be determined (10-15 Battery Parrott opens to the public yrs) Satellite museums open to the public

Interpretation of Theme 1, Natural Environment, Phase 4 Partner programs Environmental Education Center Field trips Summer camps Teacher institutes Wayside exhibits Visitor center exhibit Satellite museum

Interpretation of Theme 2, Virginia Indians, Phase 4 Partner programs Visitor Center exhibit

Interpretation of Theme 3, African American Experience, Phase 4 Casemate Museum (to a limited extent) Wayside exhibits Living history programs (partner) Visitor Center exhibit Satellite museum

Interpretation of Theme 4, Civil War, Phase 4 Partner programs Casemate Museum Visitor Center exhibit Old Quarters #1 Satellite museum

Interpretation of Theme 5, Defense of Nation, Phase 4 Wayside exhibits WWI-II living history programs (partners)

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 84 MARS Building open to public Old Quarters #1 Defense of the Nation Museum (NPS) Satellite museum

Interpretation of Theme 6, Old Point Comfort Resorts, Phase 4 Partner programs (with The Chamberlin) Visitor Center exhibit

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Figure 16 INTERPRETIVE MASTER PLAN PHASE 4: 10 – 15 YEARS

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HIGHLIGHTS FOR PHASE 4:

- Develop Arsenal as exhibition space - Develop museum cluster - Develop interpretive space with partner 4.3.2. Interpreting Theme 1

Theme 1, The Natural Environment. The physical and historical geography of Fort Monroe/Old Point Comfort demonstrates how the natural environment shapes human history, and how human endeavors profoundly affect natural landscapes.

Theme 1 covers many millennia, addressing everything from the great meteor strike that formed Chesapeake Bay, to the global shipping industry that operates in the Bay today. Interpretive services range from nature hikes on the upper peninsula to a spectacular animated meteor.

Interpretive partners for this theme include Virginia Museum of Natural History, Virginia Living Museum, Chesapeake Bay Foundation, Virginia Department of Game and Inland Fisheries, and others.

Phase 1: Programs and events • Interpretive boat tours of Old Point Comfort/Hampton Roads, based in the Fort Monroe marina (by vendor). • Guided walks and outdoor nature programs for all audiences (by partners) • School class visits (by partners) • Teacher workshops (by partners), including: o Invasive species workshop with both outdoor classroom learning and hands-on remediation • School group invasive species workshop (by partners): outdoor classroom and hands-on remediation • Habitat restoration project (by partners): hands-on demonstration with citizen participation

Phase 1: Interpretive media/facilities • Wayside exhibits along the seawall that help visitors identify the types of ships they are seeing • Wayside exhibits interpreting the ongoing habitat restoration project • Bay and beach viewing platforms for colorists • Pre-existing exhibit of waterman/pilot photographs (from Hampton University), to be displayed in temporary Visitor Welcome Center in Randolph Hall

Phase 2: Programs and events • Crabbing skiff demonstration: visitors go aboard a real skiff and watch the crabbing process (partners)

Phase 2: Interpretive media • Theme 1 exhibit in Visitor Center

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 87 • Animated geological history of Chesapeake Bay, showing meteor impact and change to the Bay over time (with partner) as part of Visitor Center Theme 1 exhibit. • Large-scale interactive regional map as part of Visitor Center Theme 1 exhibit • Computer interactive comparing and contrasting Indian/English perspectives on land use.

Phase 3: Programs and events • Summer camps and multi-day field trips (partners)

Phase 3: Interpretive media • Migration interactive, birds and sea life: change variables, track effects (with partner) • Multimedia mod-sim program: global shipping through Hampton Roads (partner)

Phase 4: Programs and events • To be determined

Phase 3: Interpretive media • Aquaria/live exhibits in or near Environmental Ed center (partners) highlighting food resources (for example, a working crab pot) • Temporary exhibit in Visitor Center highlighting the ongoing habitat restoration project (partners)

4.3.3 Interpreting Theme 2

Theme 2, The Virginia Indians: The English colonization of Virginia interrupted and irremediably changed thousands of years of the use and occupation of this land by American Indians, an early harbinger of a continuing pattern of loss and reuse of American landforms.

This theme focuses on Indian land use, and the value of the resources of the Chesapeake Bay to their way of life. The Virginia Council on Indians is the main interpretive partner.

Phase 1: Programs and events • Hands-on demonstrations with reproduction traditional tools: showing hunting, fishing and other food procurement techniques

Phase 1: Interpretive media • Welcome Center distribution of the publication Virginia Indian Heritage Trail

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 88 Phase 2: Programs and events • Hands-on demonstrations with reproduction traditional tools extended to school groups and teacher workshops

Phase 2: Interpretive media • Interpretive exhibit in Visitor Center

Phase 3: Programs and events • Occasional events, such as pow-wows and dance festivals

Phase 3: Interpretive media • Interactive mod/sim map showing the changing relative size of indigenous populations of the coastal plane using different models and interpreting ongoing changes to land use (ex: best corn lands over time, etc.) in Visitor Center Theme 2 exhibit.

Phase 4: To be determined

4.3.4 Interpreting Theme 3

Theme 3, The African American Experience: The African American experience at Old Point Comfort, from the earliest Colonial times to the present day, reflects a long, continuing struggle for freedom and equal rights.

Theme 3 ties in closely with the Civil War, Defense of the Nation and Old Point Comfort Resorts themes, and covers a timeline that starts in the 1600s and continues to today. There is great interest in the theme, in particular centered in the small Contraband Society, but a major partner should be sought to support this theme.

The National Museum of African American History and Culture (NMAAHC), part of the Smithsonian Institution, is scheduled to open on the Mall in Washington, D.C., in 2015. The Fort Monroe Authority should seek recognition as a Smithsonian Companion Facility, linked to the NMAAHC, or a Smithsonian Affiliate. An example of a Smithsonian Companion Facility is the Steven F. Udvar-Hazy Center near Washington Dulles International Airport, which is a companion facility to the National Air and Space Museum on the National Mall, and displays aviation and space artifacts which cannot be exhibited at the Mall. The Affiliate program shares its resources with Americans in their own communities by providing artifact loans and identifying Smithsonian resources to accompany exhibit loans, such as education and performing arts programs, expert speakers, teacher workshops, and technical assistance.

Ideally, the National Museum of African American History and Culture would become a Fort Monroe Authority partner with an onsite presence. Collaboration is one of the NMAAHC’s core values. The Museum is dedicated to reaching beyond Washington to engage new audiences in order to collaborate with museums and educational institutions throughout the country who use African American history and

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 89 culture as a lens into what it means to be an American. What better place for an NMAAHC collaboration than Fort Monroe, with its profound story of the struggle over time for freedom? Such a collaboration might result in a significant international museum at Fort Monroe, an American “Berlin Wall.”

Phase 1: Programs and events • Guided tours by partners

Phase 1: Interpretive media • To be determined

Phase 2: Programs and events • Inquiry-based teacher workshops that involve research and allow teachers to become better informed about the African diaspora and events at Fort Monroe • Lecture series • First person interpretation or reenactment of a master, slave and worksite overseer regarding the construction of Fort Monroe (partner)

Phase 2: Interpretive media • Theme 3 exhibit in Visitor Center that includes the global diaspora, geographical areas of origin in , traders, etc., and black view of CW as a war for freedom for black vs. a war for “state rights” for white southerners. o Interview African Americans who are members of long-time Phoebus families; ask them for loans of artifacts

Phase 3: Programs and events • First person interpretation regarding the work of watermen and their economic contributions to family, community, region • Begin annual conference on African American history • Community night: discussion of experiences growing up at Fort Monroe or Phoebus

Phase 3: Interpretive media • To be determined

Phase 4: Programs and events • Theatrical re-enactment of the Contraband decision

Phase 4: Interpretive media • Online archive of Freedman’s Bureau records

4.3.5 Interpreting Theme 4

Theme 4, The Civil War: Events that occurred at Fort Monroe during the Civil War era shaped American society, culture and the American experience.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 90 This is one of Fort Monroe’s most compelling themes. The Civil War stories are significant and far-reaching. The theme provides an excellent opportunity to interpret a signal American event from multiple perspectives: Northern, Southern, and African American.

Partners for this theme include the Casemate Museum, the Virginia War Museum, the Hampton History Museum, the Contraband Society, and others.

Phase 1: Programs and events • Guided tours (partners) • Roving interpreter (partners)

Phase 1: Interpretive media • Casemate Museum exhibits • FMA Walking tour • Hampton Roads Convention and Visitor Bureau podcast

Phase 2: Programs and events • Living history tour: dueling tour guides (partner). Visitors tour Fort Monroe with two guides: one a Union officer/enlisted man, the other a Confederate. During their tour, they each present their viewpoint of events of the Civil War that took place at Fort Monroe. • First person interpretation or reenactment re: Butler, Baker, Shepherd, Townsend; Abolitionists like Lydia Maria Child; , and others. (partner) • Genealogy workshops (partner) • Lecture series (partner)

Phase 2: Interpretive media • An interactive mod-sim conversation with Confederate President Jefferson Davis, imprisoned at Fort Monroe (partner) • First person interpretation: Jefferson Davis (partner)

Phase 3: Programs and events • Living history program in Old Quarters #1: Lincoln, Grant, Butler, etc. (partner) • Reenactment of gun crew in firing position (partner)

Phase 3: Interpretive media • To be determined

Phase 4: Programs and events • To be determined

Phase 4: Interpretive media • To be determined 4.3.6. Interpreting Theme 5

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 91 Theme 5, Defense of the Nation: The history of Fort Monroe reflects the evolving response of the nation to an ever-changing array of threats.

This theme, which highlights the military history of the fort, stretches from the earlier forts that preceded Fort Monroe, to the Army’s TRADOC which is centered there today. It touches upon every conflict, from the American Revolution to today’s fight against terrorism. Partners for the theme include the Virginia War Museum, the Coast Defense Study Group, and others.

An organization called the Army Ground Forces has presented living history events at Fort Monroe in the past, in partnership with the Casemate Museum. They provided hands-on experiences with the typical equipment of the day (mostly World War II, but some World War I also): target acquisition, plotting and spotting, firing of the guns). The group includes a small number of women who portray the role of women in the Army at that time (WAACs).

Although there are several World War II reenactors in Virginia, there are very few that can do Coastal Defense living history. Coastal Defense living historians come from many places. This is why organizations like the Army Ground Forces can only be available for special events. However, through training new members, sites such as Fort Miles (Cape Henlopen State Park DE), Fort Hancock (Sandy Hook NJ), and Fort MacArthur (Long Beach CA) have established their own living history crews. Fort Monroe could do the same over time.

Phase 1: Programs and events • Fort-building contest, with sand, blocks, or Legos

Phase 1: Interpretive media • Wayside exhibit at each battery

Phase 2: Programs and events • First-person interp: Robert E. Lee explains how the fort was built • WWI-II living history with equipment (looking thru range finding scopes, talking on vintage phone systems) (partner)

Phase 2: Interpretive media • Interpretive exhibit in Visitor Center

Phase 3: Programs and events • Create a Fort Monroe alumnus organization to support telling stories of life at the fort

Phase 3: Interpretive media • Video oral histories of a wide range of people who served at Fort Monroe Phase 4: Programs and events • To be determined

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 92

Phase 4: Interpretive media • New National Park Service facility in Battery Parrott, the Defense of the Nation Museum

4.3.2. Interpreting Theme 6

Theme 6, Old Point Comfort Resorts: Recreation and leisure activities have been part of the Fort Monroe experience almost as long as the fort has existed. The Chamberlin reminds us of the energy and excitement that characterizes the ever-evolving resort community of Old Point Comfort, with its hotels having been among the most famous in the nation.

This theme is based in nostalgia for the charming era of the Old Point Comfort resorts, but it has contemporary relevance because the resort concept is being revived at Fort Monroe. The same qualities that attracted vacationers in the past will be available to visitors today: a respite from daily life characterized by relaxation, healthful sporting activities, fine dining, and an active social life. The theme is ideal for partnering with The Chamberlin, and other resort-oriented venues as they come on line at Fort Monroe.

Phase 1: Programs and events • Costumed Civil War soldiers interact with people at Chamberlin during events, dinners, Sunday brunch.

Phase 1: Interpretive media • Small exhibit in the Chamberlin (Hampton History Museum partner)

Phase 2: Programs and events • Cooking classes featuring recipes from the resort era

Phase 2: Interpretive media • Interpretive exhibit in Visitor Center

Phase 3: Programs and events • To be determined

Phase 3: Interpretive media • To be determined

Phase 4: Programs and events • To be determined

Phase 4: Interpretive media • To be determined

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 93 4.4 Education programs

This section describes educational programs for a variety of audiences: school groups, teachers, distance learners, summer campers and multi-day field trip participants, and vacation learners.

4.4.1 Inquiry-based learning

Few stakeholders in the education field would disagree with the importance of teaching, modeling, and rewarding critical thinking skills in our students. There is critical educational value to seeing both sides of an issue, being open to new evidence that disconfirms ones ideas, reasoning dispassionately, demanding that claims be backed by evidence, deducing and inferring conclusions from available facts, solving problems, and so forth.

However, teaching strategies that attempt to induce critical thinking often fall short of their objectives because practice and content are not tied explicitly together. Simply creating isolated and artificial scenarios for students to critically think becomes as rote and uninspiring as any worksheet or memorization exercise. Instead, students – people – need to apply critical thinking skills to a variety of authentic, relevant experiences.

Fort Monroe can play a critical role in providing that crucial link between practice and content. First, it can instill confidence that the teacher really knows and understands the material he or she is teaching, and second, by bringing children to the fort to engage in inquiry-based learning, it gives the students the time to explore, to discover, and to be creative. The most effective way to model these processes is to immerse the teacher as student, nurture their engagement and learning, and then teach them methods of inquiry that they can bring back to their classrooms.

“Doing History.” The process of “thinking like a scientist” or “thinking like an historian” proves to be an efficient model for teaching both content and critical thinking skills. At Fort Monroe, hands-on learning and inquiry can lead to fundamental connections between the content and the process of learning. This is essential for the development of critical thinking skills.

In the context of history, critical thinking involves three important skills. One, corroboration, is the act of comparing documents with one another. Primary document associated with Fort Monroe’s history are plentiful, and will support this skill. Two, sourcing is the act of looking first to the source of the document before reading the body of the text. It might also be termed “don’t believe everything you read.” Finally; contextualization, is the act of understanding a document in of the time and place in which it was written. The primary goal of both types of studies is to allow students to learn history by acting and thinking like historians. In this regard, the approach is not much different from the process of scientific inquiry.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 94 The AP Vertical Team Guide for Social Studies created by the College Board (2001) describes the teaching history in exciting ways that take it far from the dry-seeming textbooks of older approaches:

What is the nature of history? • History is fluid, tentative, value-laden, interpretive, disputed, uneven, conditional. • History is alive – the stories are partially known, always unfinished, and constantly changing as we speak and act. • History involves a process of reasoning based on evidence from the past. This reasoning must be grounded in the careful gathering, weighing, and sifting of factual information such as names, dates, places, ideas, and events.

What is historical thinking? • It involves teaching students to think like historians, to ask questions like historians, to view information critically and to think critically. • It encourages students to develop “historical thinking” skills – to evaluate evidence, develop comparative and casual analyses, interpret the historical record, and construct sound historical arguments and perspectives on which informed decisions in contemporary life can be based. • This approach can enable children to differentiate past, present, and future time; raise questions; seek and evaluate evidence; compare and analyze historical stories, illustrations, and records from the past; interpret the historical record; and construct historical narratives of their own. It includes chronological thinking, comprehension, analysis/interpretation, research, and issues-analysis and decision-making.

What are historical understandings? • It addresses the “content” of history • It defines what students should know about the history of families, their communities, states, nation, and world • These understandings are drawn from the record of human aspirations, strivings, accomplishments, and failures in at least five spheres of human activity: the social, political, scientific/technological, economic, and cultural (the philosophical/religious/aesthetic), as appropriate for children.

Where should teachers turn for this living form of history, for historical stories, illustrations and records, for the record of human aspirations, strivings, accomplishments and failures? Historical sites like Fort Monroe are a rich resource for those who wish to teach their students to think like historians. One major recommendation appears in the end notes of

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 95 nearly every study on the subject, and every set of state curriculum frameworks: there needs to be a partnering with historic sites and museums as the students “learn about history.”

The place as source. Historians and history teachers have long been familiar with the use of primary source materials, but these have largely been defined as text, image, or map artifacts of the past. Buildings, landscape, architecture, memorial, and other physical manifestations of the historical record – all of these richly evident at Fort Monroe – lead to a deeper understanding of the history and meaning of the place.

This framework provides a way for historic sites to meaningfully participate in the larger discussion of how to encourage historical thinking with students and visitors. Much remains to be done in respect to understanding how to best apply this new framework at historic sites. Ultimately, this framework provides a new way to envision the role that historic sites can play in history education beyond being relegated to ‘enrichment’ activities. We believe that Fort Monroe is positioned well to become one of the first and certainly the most robust model for these connections.

It is incumbent upon historic sites and museums, as stewards of these sites, to take the lead in this effort. Beyond working with school-age students, historic sites have a greater likelihood of also engaging adult learners in structured programming, and thus have a greater chance to encourage historical thinking for a wider, non-traditional audience. If authentic methods of inquiry are fully integrated into programming the potential to reach people, at all stages of historical understanding and development is significant.

Teacher training at Fort Monroe.

Fort Monroe’s rich history offers four primary framing strategies to investigate

• Vignettes: the use of personal narratives to explore • Local – state – national: the connection of local, state/regional, and national storylines in a self-referencing model • Present-tense, not presentist: the framing of historical content to emphasize the perspective of the present, the choices and decisions ahead, and the events that unfolded in a manner that precludes knowledge of what is going to happen • Change over time and place: the patterns and sequence of cause and effect

Woven into these content workshops will be examples of best practice pedagogy to explore these themes. Programs will focus on five processes for history exploration that are specific to elementary education: 1) Timelining, 2) Reading for background knowledge, 3) Interpreting Sources, 4) Mapping geographic historic information, and 5) Synthesizing various sources to design a narrative. The principle of continually activating and extending student learning is also embedded in the curriculum history topics. These objectives will be implemented through four guiding design elements:

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 96

a) inquiry-based professional development for educators; b) collaborative teacher leadership work; c) multi-discipline content analysis; and d) sustainable partnerships with K-16 educators.

These models will appeal to a wide range of educators, including teachers at K-12 public schools and independent schools, home school networks, community colleges, and universities.

Inquiry-based professional development: Effective teaching of American history requires specific training in the curriculum, so that students gain knowledge of our nation’s history that is more than just a series of dates and events, but includes an understanding of their causal relationships and significance. The best predictor of student success is teacher subject matter knowledge. American history students can only achieve this measure with teachers who are deeply familiar with both the content and the disciplinary strategies of history. U.S. history teachers need professional development that not only provides rich historical materials, but also reinforces and develops their methodological skills. Teachers need to know how to select sources, what questions to ask of them, and how to employ them to provide valuable, insightful, and discipline-appropriate instruction. When teachers come to think and work with sources like historians, they will lead their students to do the same. By merging historic content with the disciplinary habits of mind in all Fort Monroe programming, a model of instruction will be created that teachers can replicate in their own classrooms and share with their colleagues.

Collaborative teacher leadership: Research shows that in order to be effective, professional development must be sustained and collegial so that teachers’ new knowledge and skills develop as part of a collaborative network that supports change and improvement inside the classroom. Too often, teachers attend seminars and workshops only to return to their classrooms without adequate support to change their practice. However, if many colleagues are participating in a shared endeavor to transform practice, teachers are much more likely to experiment with lessons and integrate new content and pedagogical skills into their teaching. It is critically important to building collaborative learning communities, use data to determine content and instructional needs, and provide expertise and resources to support adult learning. With these standards as its foundation, Fort Monroe’s teacher training program will be a significant part of an initiative to support and improve the teaching of history.

Multi-perspective content analysis: Recognizing the urgent practical and conceptual need for teachers to understand the interdisciplinary nature of education is critical to the Fort Monroe teacher training program. Each of the fort’s themes covers a specific chronological period and approaches fundamental topics and events in United States history from an international perspective, emphasizing how the development of the United States has always depended on its transactions with other nations for commodities, cultural values, and populations. Our premise is that the traditional American history narrative is best understood

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 97 by understanding these events and perspectives from both a national and international perspective, thereby allowing teachers to draw parallels, comparisons, and relevant examples. Teachers will gain a great understanding of each topic individually, of the broad span of history collectively, and be better prepared to address these benchmark topics through multiple entry points in their curriculum.

Sustainable Partnership: Through long term, mutually beneficial programming, the goal of teacher training at Fort Monroe is to create a relationship-based model of local, state, and regional schools and faculties. To those ends, the Fort Monroe Teacher Institute will need to take an active role in recruitment, fundraising, marketing, and follow-up evaluation projects to effectively bridge the gap between school, community, and private stakeholders. Given the unique nature of the site and the strong interest in Hampton Roads-area schools, it is evident that these relationships can be nurtured quickly and efficiently.

4.4.2 Teacher Institute Model: Training the Trainer

The Fort Monroe Teacher Institute will include three elements, each of varying length and scope: an annual conference; single- or multi-day teacher workshops; and a Teacher Scholar program.

Annual Conference. Fort Monroe will commemorate two hundred years of history through a series of annual history conferences that focus on the major themes of the site. Each conference will focus on specific episodes and events of each theme in order to create a present-tense pace and study of these seminal moments. Historians and scholars will work in a collegial environment with elementary, middle, and secondary teachers to share scholarship, teaching strategies, resources, and tools to approach these topics from the ground up.

This program will be approached as an experiment in history education that attempts to set a tone of inclusion and innovation in our country’s upcoming conversations about these key themes. Prominent historians will engage each other in unscripted conversations that explore each major theme of Fort Monroe. The goal is to provide thought-provoking programs that bring fresh perspectives to these enduring and topical issues, thereby leading to a greater sense of understanding and healing in our community as well as creating valuable teaching and classroom materials to continue these conversations with the nation’s youth.

Teachers of all grade levels (elementary, middle, secondary) will be invited to participate, and workshops and seminars will address new understandings of these events as well as specific teaching strategies, models, and resources to teach identified themes in the classroom. Both print and online materials will be produce and disseminated from each conference, leading to a cumulative look at the role of Fort Monroe through local, statewide, and national lenses. Teacher Institutes (single or multi-day). Teachers will come together through a layered grant design that invites them to participate with fellow teachers in studying benchmark topics and eras of American history using a self-referenced local, state, and

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 98 national perspective called the Teacher Scholars Program. Each teacher group will approach the topic as historians, and by “doing history” will be immersed in a hands-on approach that focuses on primary source analysis, evidence collection, and original authorship. This informed work will then be translated into highly interactive classroom practice with an ultimate goal of affecting student knowledge and understanding of this historical and contemporary relationship. So trained, participants will be better prepared to engage their students in historical inquiry, lead them in the analysis of primary documents crucial to an appreciation and understanding of American history, and create the kind of memorable instruction critical for tomorrow’s citizens.

The focus will be on the six Fort Monroe site themes so that teachers can experience the connection between Fort Monroe-centric perspective and the larger storyline of American history, capturing the significant issues, words, deeds, and turning points that define America’s struggles and achievements.

Teacher Scholars Program. According to recent studies funded by the National Council on Staff Development, the most critical component of successful transference from professional development activities for educators is intentional follow-up and support. With this in mind, this program will model and facilitate the transference of the teacher institute experience. Fort Monroe will organize and host two two-day retreats for the participating faculty members (one mid-year and one near the end of the school year) in the format of a hands-on learning laboratory. These retreats will provide specific teaching strategies, including the use of facilitation and debriefing skills, differentiated instruction and performance-based assessments and portfolios.

Education partners. Authentic, experiential collaborations will further meet our goals of developing a sustainable relationship between schools, universities, community, and Fort Monroe. Each current partner can offer a unique opportunity for a project-based connection. For example, the Chesapeake Bay Foundation has a long and successful tradition of teacher training workshops and courses focused on environmental science. Or, the Hampton Museum can facilitate an oral history project that explores the intersection of culture, environment, people, and Fort Monroe.

Any kind of partnership of this nature will depend on the development of a meaningful relationship for teachers and students. The ideal partnership is one that provides access to multiple school divisions simultaneously and shares the basic mission as outlined above. One such opportunity lies with The Governor’s School for Science and Technology. Founded in 1985, this organization supports 19 high schools in seven school divisions: Gloucester County, Hampton, Newport News, Isle of Wight County, Poquoson, Williamsburg-James City County, and York County. Faculty members are credentialed as adjunct faculty at TNCC or CNU. The school focuses on three Scientific Strands:

1. Engineering Strand – involves an intense, rigorous study of fundamental principles of engineering and calculus-based physics.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 99 2. Biological Science Strand – provides insights into organic and inorganic chemistry in conjunction with cell and molecular biology by employing advanced technologies utilized in medicine, forensic science, and research labs. 3. Scientific Programming Strand – combines the study of structured and object-oriented programming with applications in practical, non-calculus based, physics scenarios.

The Virginia Modeling and Simulation Center at Old Dominion University has been doing substantial modeling work for the Defense department and has developed a considerable national capacity and expertise. They are interested in expanding their facilities and see Fort Monroe as an opportunity to consider seriously. They envision a connection between their modeling/simulation services and interpretive programming for history and natural history teaching programming, partnering with Fort Monroe for the . interpretive and teaching experience that will be available there. FMA believes that this kind of feature might be a powerful draw for 21st century audiences, a goal fully realized if there were to be an ongoing relationship between the Governor’s School faculty and students with the VMSC at ODU, facilitated by Fort Monroe.

For example, joint faculty initiatives at the Governor’s School create an annual project in which ODU staff work with New Horizons staff to lead a simulation class while they produce a model that is used on Fort Monroe based on the history (evolution of waterways or a specific battle) or environmental science (growth and role of Bay and waterways). This partnership could apply for National Science Foundation grants to fund them. Teachers collaborate with university staff, while students learn 21st century technology and get career training exposure.

Recommendations. In order to meet these goals as outlined, the following steps are recommended: • Contract with an educational specialist to design and implement the training programming, including continued and intentional work to develop relationships with area schools and universities. • Create strong partnerships with other area historical sites, including Colonial Williamsburg and Jamestown-Yorktown Foundation, in order to form a quadrangle of interest and accessibility • Leverage the train-the-trainer model of professional development in order to build teacher advocacy in school systems, thereby increasing value and appeal of student visitations. • Create, archive, and disseminate scholar-informed, teacher-created classroom materials. Make sure that training focuses on the depth and scope of the history of Fort Monroe in such a way that the institutes will be valuable and applicable to teachers outside of Virginia (DelMarVa and beyond), to independent school educators, and to community college and university faculty. • Investigate potential collaborations with state-wide universities and colleges to develop an on-site classroom and course.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 100 • Explore long distance learning capabilities that can replicate and deliver the same professional development instruction via the web. Investigate possible dissemination work with area public television station WHRO.

4.4.3 Distance learning

Instead of simply changing the way we present and store information, technology began to fundamentally change the landscape of teaching by creating accessibility to a wealth of content-related resources. Databases created online warehouses for a seemingly limitless quantity of primary sources on key historical topics; the Internet has given users all over the world access to these documents with a click of the mouse.

Educators are now able to access these documents, integrate them into daily classroom instruction, and give their students the opportunity to learn material by exploring, uncovering, and drawing conclusions from primary sources. In particular, history students can immerse themselves in the same academic approach that a university scholar uses to research and publish historical content: by identifying a historical problem, discovering primary sources of that event, and drawing conclusions based on that evidence. In addition to learning the material, students develop skills necessary to function as independent learners, of analyzing and synthesizing primary data, and for presenting their findings. Students are able to combine their real world exploration with access to the data, evidence, and documents that help them interpret and draw conclusions of these experiences. When students are given the opportunity to explore primary sources, the class itself transforms to a highly collaborative, problem-based classroom in which the individual student contribute to the direction, the pace, and the outcome of their study. If technology creates more opportunities for teachers and students to access information, that access brings the responsibility of redefining the classroom to emphasize, reward, and expect a different type of learning. This learning can be measured using technology by providing students with a richer format to express their historical thinking than simply text.

An online educational companion will prove invaluable and expected for Fort Monroe in all facets of its educational programming. This website will serve as an interactive teaching tool that complements the student and teacher experience at Fort Monroe. A critical component of this teaching-centered website will be a model and framework for investigative, inquiry-based history instruction. Site-based resources will focus around a series of teacher-specific materials, classroom suggestions and tutorials on Fort Monroe themes and history. This interactive website will be structured to parallel the visitor’s experience in the physical site.

• 3D Simulation of Fort Monroe: In order to give visitors a sense of the original Fort and its changes over time, an immersive three-dimensional interactive simulation of how Fort Monroe appeared at critical intersections of its past might be created in partnership with VMASC. This computer-

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 101 based simulation could be used at kiosks at Fort Monroe, and provide online access to visitors on the Internet.

The level of interactivity online can be as compelling and immersive as the stand-alone kiosk version provided users are willing to download a small plug-in program for their Internet browser. In some environments, such as schools, the ability to install plug-ins may be restricted, so there will be a need to explore other alternatives, such as QuickTime VR, Java 3D, or less interactive movies of the simulation in motion.

The simulation can be developed as both a kiosk and web-accessible application. The model will be built using industry-standard 3D formats, so they can be continually extended as required and converted for using in other 3D applications as needed.

• Interactive map of Fort Monroe: An interactive two-dimensional map using a Flash-based web application called the History Browser (see http://www.historybrowser.org/) would be easily navigated, with specific sites clickable for more information, images and other data. All historical data should be archived in an industry-standard database so it can be used in other applications beyond the map. This map, too, can be developed as both a kiosk and web-accessible application. The map can be continually extended as required.

• Online Simulations. Currently, online role-playing simulations are most prevalent in Australia, and very few role-playing simulations outside the areas of business management and political science are available in the United States. Authoring tools from role-playing simulation software that would enable teachers to create their own role-playing activities and modules are not readily available. Those simulations that do exist, such as Ethnoquest (2005), are often single-player simulations that restrict students’ imaginative potential and collaboration by providing programmer-controlled options for decision- making. Many simulations are rooted in a virtual reality gaming model established by the computer gaming industry, and are typically single-user games in which players adopt the personae of an avatar or onscreen character and attempt to solve a problem or accomplish a particular goal as defined by the computer’s programming calculations. While virtually rendered worlds borrowed from the genre of computer games attract younger generations familiar with computer games, the virtual reality gaming model may not effectively fulfill pedagogical objectives as well as the less expensive, text- based, role-play simulations such as the ones highlighted below. Students’ imaginative capacity is not necessarily dependent on having access to ready-made, virtually rendered environments. Although both visual and text-based narratives can stimulate identification with characters, that connection is not determined by visuality. In fact, single-

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 102 user computer programmed virtual worlds can restrict students’ engagement with one another and their teachers. On balance, a concern for student learning and motivation instead of simply visual realism and entertainment value will capitalize on some of the generic features of computer gaming that make them so popular with young adults, but ultimately will be informed by sound pedagogical and research practices.

Best Practice Models and Examples. The best online educational companions mirror the practice of a discipline and meet the instructional needs of the teacher and classroom. The tool needs to be easy to navigate with a clean, user-friendly architecture, which will be critical when implemented in a classroom setting. The tools should not include the kinds of bells and whistles that can often distract younger users from the real goal of the activities; in fact, the layout should maintain a very positive transition between thinking prompts. Technology is not the ends here, but rather the means – that distinction is what makes the following exemplary resources valuable:

• History Reader http://www.dhr.history.vt.edu/ • American Civil War Museum at Historic Tredegar www2.vcdh.virginia.edu/civilwar/index.php?section=Tredegar&page=Home • Old North Foundation http://www.oldnorth.com/tories/ • ValleySim http://valleysim.com/ • Eduweb’s WolfQuest http://www.wolfquest.org/ • http://www.museum.state.il.us/exhibits/athome/welcome.htm • http://1704.deerfield.history.museum/]

Recommendations. In order to meet these goals as outlined, the following steps are recommended: • Conceptualization of a Fort Monroe digital history project headed by a chief historian and utilizing the vast wealth of primary source materials related to the site as evidenced by the partners on this project. • Creation of an online educational companion that mirrors the instructional goals of educators.

For more information on potential educational and public programming at Fort Monroe, please see Appendix O, Andy Mink, Director, Center for Digital History, University of Virginia, Doing History: Learning from the Inside Out – Fort Monroe Educational Center and Program Design, March 20, 2010 and Appendix P, Wendy Aibel-Weiss, Museum Public Education Consultant, Programmatic Opportunities at Fort Monroe, March 11, 2010

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 103 4.4. Program evaluation

The evaluation plan establishes assessment strategies that will indicate whether the plan-based initiatives and products are effective. It identifies areas in need of improvement, saves money by focusing resources on programs proved to be effective, and presents visitors with the best possible interpretive experiences.

In addition to evaluating existing services, evaluation should be a part of every step involved in developing interpretive services. It shapes program planning during the following three specific stages of development:

• Front end evaluation occurs before development even begins. Evaluators aim to discover what potential audiences actually know – and what they would like to know – about a specific topic. Fort Monroe’s visitor study, conducted by Southeast Institute of Research, is an example of front end evaluation.

• Formative evaluation occurs during development. Potential audience members provide feedback on program and service prototypes, mockups, and dry runs. This is particularly important when working with new or untested technologies and methods.

• Summative or remedial evaluation occurs after the program or service is in place. The goal is to identify elements that work and those that need improvement.

Program evaluation. Program evaluation is a type of remedial evaluation. It is different from a performance audit, which is conducted by a supervisor to determine an individual’s proficiency. Program evaluation simply seeks to determine if the program is achieving its stated goals. It seeks to answer specific questions and to guide program adjustments.

Evaluation techniques and strategies. Evaluation can be direct (audience interacts with evaluator) or indirect (visitors’ actions and responses are tracked without their knowledge). Qualitative measures assess the depth and effectiveness of the experience (perhaps by interviewing respondents), while quantitative approaches produce measurable results (determining, for example, what percentage of visitors surveyed were able to describe the significance of the site or region).

Since it is impossible to evaluate each visitor’s experience, evaluators must rely on well-designed sampling (surveying a specific number) of visitors to represent the whole. In order to be valid, sampling techniques must be random and representative of the whole spectrum of visitors. For example, every tenth person who enters the visitor center is asked to respond to a survey – not just the visitors who look the friendliest. Informal evaluation can also be revealing. Interpreters might conduct informal evaluation during every visitor contact to gain a general impression of program

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 104 effectiveness. While the results of the conversations are not scientific, they still play a role in assessing interpretive services.

What to evaluate. To measure effectiveness, it is necessary to define what constitutes an effective program or service. Measurable visitor experience outcomes describe a set of desired outcomes. The following examples are typical of those that might be created by an organization that interprets the history of a canal:

• A majority of visitors will be able to describe how canals fostered connections and communications, shaping the early nation and enabling the United States to expand settlement to the Midwest and West.

• A majority of visitors will be able to describe the economic impact of the canal.

• A majority of visitors will be able to name two technological innovations that made the canal possible.

Please see Appendix E, Fort Monroe Primary Interpret Themes. The concepts and ideas column of this document has been formulated especially to provide the material for creating measurable visitor experience outcomes.

Planning for evaluation. A robust evaluation plan should be a part of every organization’s interpretive program. It should be scheduled as an ongoing activity in the annual implementation plan. Evaluation accomplishes the following: • Provides a balanced view of program effectiveness • Utilizes feedback that has been gathered systematically (not just anecdotally) • Gathers empirical evidence of strong and weak areas of a program or service • Fuels opportunities to improve effectiveness

Evaluation requires planning, time and staffing to complete. Consider using college interns and/or volunteers to conduct evaluation at less cost.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 105 PART 5: THE RECREATION PLAN

The charge of Fort Monroe Natural Resources Working Group included recommendations addressing not just interpretation, but also preservation, reclamation, especially recreational use of natural, cultural and historic resources. The full report of the working group is available as Appendix C to this document. In summary, the recommendations regarding recreational facilities are as follows:

• Designate recreational zones in the Parks and Recreation areas, with minimal disturbance, i.e.: o maintenance of a natural setting at the northern end of the property o moderate impact recreation (e.g. picnicking, camping, beach use) in the area north of the Bay Breeze o more intensive recreation (organized sports, heavy use beaches, festivals) in the area south from the club to the north boundary of the Wherry District. • Upgrade existing recreational facilities, i.e.: o expand the campground o increase capacity for launching of powered and unpowered watercraft o increase marina capacity. • Construct and sign a fort-wide hike and bike trail system that will to explore and connect, both physically and experientially, the cultural and natural assets of the Fort property. • Create amenities that will attract colorists • Provide access to the northern end of the property from Buckroe Beach via foot/bicycle path, rather than constructing a roadway. • Protect and conserve remaining natural features by renovating and constructing with minimal impact and using green building technologies • Conduct habitat restoration projects, especially on the northern, more natural end of the property, including: o removal of invasive plant species o restoration of areas of maritime forest and/or meadow o development of a vegetated buffer and o removal of the hardened shoreline along Mill Creek. • Key targets for interpreting restoration projects include: o North End Natural Area, general restoration: remove several manmade features and structures including debris piles in the dunes and the marsh at the north end. Remove street light and concrete bases to create lower intensity lights. o Living Shoreline Restoration: Concrete “caps” along the shoreline need to be removed, as they are showing signs of wear and tear, undercutting and erosion, will lead to its failure.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 106 o Oyster Reef Restoration: As part of living shoreline, build an intertidal, sanctuary and oyster reef just offshore in Mill Creek. This project would be highly visible to visitors from the nearby bird observation platform. o Riparian Buffer Restoration: existing riparian shoreline along Mill Creek is marked by buffers and provide potential breeding habitat for early successional species of birds; buffer areas provide important stopover and foraging areas for migratory song birds. o Beach and Dune Protection and Restoration: Restoration efforts may create suitable conditions for breeding grounds for the piping plover. Wildlife viewing can be enhanced through careful placement of additional viewing platforms, perhaps in combination with dune crossing structures. The use of platforms would enhance observations of restoration progress using live web- cam and hand-held interpretive devices. • Design habitat restoration projects to include strong educational components.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 107 Fort Monroe Draft Interpretive Master Plan

Figure 17 FORT MONROE RECREATION RESOURCE CONCEPT PLAN

Connector trail to neighborhood for bike/pedestrian

construct short loop trails set aside some through dunes and beaches for surf woodlands / marshes with fishing - provide observation decks, blinds, parking along the etc. for wildlife viewing road and transitional pathways to beaches

provide boardwalks from small parking lots to beaches, provide SST’s at parking lots - picnic tables, small shelters with benches

look at expanding add another hand carry / campground to 50 sites, add kayak marsh explorations / use open water for crews - skulls some yurts or camping cabins interpretive programs - build boat storage building or to eastern shoreline side to retrofit an existing building. offer ocean views (bay views), add playground keep bay for non-motorized use only - may require buoy line across northern edge to consider reuse as on-site establish a “no-wake” zone storage for cruise skulls maintain club / restaurant / pool for use by people staying on property and airfield could be used for: as rental for weddings / • model airplane club special events • model rocket clubs • hot air balloon events • carnivals • flea markets • craft fairs, etc. make hike/bike path • farmer’s market along Gullick Drive to potential location for • car shows Community pool and natural area new trailer boat launch Recreation and parking Center keep ball fields and consider to support e v i

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n I PART 6: THE CULTURAL BUSINESS PLAN John Gerner, Principal, Leisure Business Associates

The following section provides key issues of Fort Monroe’s cultural business plan, which has been integrated within this Interpretive Master Plan. Other aspects of the business plan are provided elsewhere within this document. These include descriptions of selected existing historic and natural assets, discussions of initial partnership efforts, and phasing of implementation actions.

6.1 Objectives

The cultural business plan aspects, as well as this entire Interpretive Master Plan, follow the guidelines set forth earlier by Fort Monroe’s Programmatic Agreement and the Fort Monroe Reuse Plan. Previously-established goals are highlighted below.

6.1.1 Public Access

The Programmatic Agreement emphasized the importance of public access to Fort Monroe:

“All parties shall recognize the importance that the public has placed on the need for continued public access to the historic and natural amenities at Fort Monroe. The Commonwealth and the FMFADA shall maintain and enhance public access to Fort Monroe’s historic, natural, and recreational attractions to the greatest extent possible.…”

6.1.2 Showcase and promote

One of the Planning Essentials for Fort Monroe prominently listed in the Reuse Plan is to “showcase and promote the history: tell the story.” Another is to “establish a large-scale open space park” with “substantial recreational spaces and special places.”

6.1.3 Preserve historic assets

Future plans for Fort Monroe are guided by the importance of its past. The Reuse Plan reminds us that:

“Fort Monroe truly is a centerpiece in American history. The buildings and landscapes that are the backdrop to this history will be preserved. Just as the military did for so long, Fort Monroe’s new guardians will preserve both the place and its story.”

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 109

6.1.4 Economic sustainability

The Reuse Plan stressed that:

“The Commonwealth of Virginia and Hampton Roads community must work together to create an economically sustainable future for the Fort. The plan for the future of Fort Monroe must include a balance of funding mechanisms and revenue generators to reach an equilibrium that ensures maintenance of the Fort and its public programs.”

6.2 Physical Planning

The following paragraphs present physical planning recommendations, primarily based on Fort Monroe’s potential future visitation.

6.2.1 Potential visitation

In its 2008 tourism strategy report, Economics Research Associates (ERA) estimated potential cultural attraction visitation to be between 100,000 to 150,000 persons per year. It also estimated 115,000 to 125,000 annual potential beach visitors. Combined, the range is 225,000 to 275,000 visits per year. This range includes those that would enjoy Fort Monroe’s natural resources, many of whom would also visit the historic areas and beaches.

The entire country is currently experiencing a recession, but economic growth is expected in future years. A general indicator of national economic health is the gross domestic product (GDP), which measures the output of goods and services produced by labor and property within the entire country. The economy is generally expected to begin recovering this year (2010). The Congressional Budget Office anticipates boom economic growth from 2012 through 2014, followed by a gradual return to long-term growth levels.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 110 Targeted visitation by year for Fort Monroe is presented below. The transition from military use to non-military use is scheduled to begin in September 2011, after Fiscal Year 2012 begins in July of that year. The turnover may also take time to occur, potentially limiting visitation during that period. Fiscal Year 2012 therefore would be a partial year of FMA operation.

The growth in visitation for cultural attractions is generally expected to increase in years with new additions. Beach visitation growth is expected to be gradual.

Table 6-1: Targeted Annual Visitation to Fort Monroe

Fiscal Cultural Beach Total Year Attractions Visitors Visitation 1/

2012 2/ 53,000 25,000 78,000 2013 71,000 78,000 149,000 2014 82,000 82,000 164,000 2015 86,000 86,000 172,000 2016 99,000 90,000 189,000 2017 103,000 93,000 196,000 2018 107,000 97,000 204,000 2019 124,000 101,000 225,000 2020 128,000 105,000 233,000 2021 133,000 109,000 242,000 2022 137,000 113,000 250,000

1/ Includes use of natural resources. 2/ Partial year of operation during transition.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 111 6.2.2 Potential Interpretive Buildings and Structures

Although there is potential for significant future visitation to Fort Monroe, this potential can not be taken for granted. Today’s cultural and recreational visitors are increasingly more sophisticated in their expectations. In order to meet these expectations, the Fort Monroe Authority and its partners should follow the best practices established by successful comparable locations elsewhere. This plan is grounded on these approaches, and takes advantage of the “conventional wisdom” they provide. Overall, the approach should encourage “place-based” interpretation that takes advantage of Fort Monroe’s unique historic and natural aspects.

The following pages highlight promising structures and areas, and provide a brief overview of a typical visit to Fort Monroe from three perspectives; the heritage visitor, the nature visitor, and the recreational visitor. Many will have combined purposes.

For all visitors, the typical experience begins at home with their home computers and the Fort Monroe website. Here, they can obtain directions, offerings, and prices. They can also learn more about Fort Monroe’s historic and environmental importance. In particular, they can see the current event calendar to help choose the specific day and time to visit. This website should allow users to purchase tickets online and print these (with bar codes) on their printers. The website would be the initial visitor contact point and would likely be Fort Monroe’s main marketing tool for visitors.

Directional signage would guide guests to Fort Monroe’s Visitor Center. Its exterior would showcase colorful graphics that identify the building as the Visitor Center and begin to establish its visual identity. Inside the entrance lobby, large maps and information panels would be displayed for general orientation. Initially, these displays could be prepared off-site on backdrops typically used for trade show booths. These could be quickly put into place to visually partition the entrance lobby from the back areas while these areas are being prepared for later operation.

For those that have not previously downloaded digital audio tours for their iPods, cell phones, or other handheld devices, visual instructions would be given here to do so. Optional activities that do not have a natural starting point would begin here at the Visitor Center lobby. These include personally-guided docent or naturalist tours provided by Fort Monroe’s partners. Within the entrance lobby area would be guest services, such as restrooms, gift shop, and vending machines. Certain concessions would also operate here once they are established. These include bike rental and circulator / shuttle operations.

Interactive stations within the Visitor Center lobby would help guests orient themselves to Fort Monroe and to purchase the required conservation fee as well as tickets for additional optional activities not covered by the conservation fee. Package pricing and a “pay-one-price” ticket would be offered. Automatic parking lot exit gates would scan tickets, and a parking attendant booth would be available for those that did not take advantage of the ticketing system within the Visitor Center.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 112 Most visitors to Fort Monroe would follow this initial path towards the Visitor Center information lobby. Afterwards, however, their personal interests would likely pull them in different directions.

For heritage visitors, additional experiences would be available elsewhere within the Visitor Center at the permanent and temporary exhibit galleries provided by FMA and its partners. These would be generally offered at an additional charge and may include additional retail outlets. In addition, there would be multi-purpose educational space for programs and classroom use.

Heritage visitors would then likely leave the Visitor Center and head directly to the historic fort area. Multiple travel options would be available. For those physically unable to walk distances, dedicated accessible parking spaces would be provided at key locations throughout Fort Monroe. For those that only want to walk short distances, they would return to their cars in the Visitor Center parking lot and drive to general parking areas elsewhere. One of these existing general parking areas is located near the East Gate, which may be expanded in the future. From this point, heritage visitors could walk into the historic fort with Old Quarters #1 as their possible first stop. Outside informational displays would present the history of this important place. Inside, partner-sponsored interpretation would eventually be available. The ultimate ideal partner for this space is the National Park Service.

The Casemate Museum is nearby and already in operation. It would provide more in- depth interpretation of certain historic subjects introduced in the Visitor Center. Other points of interest are also located within walking distance.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 113 6.2.3 Visitor Center and Heritage-Related Facilities

The Visitor Center would be the key interpretive facility at the Fort Monroe. This has generally been the experience elsewhere with major historic areas and national parks. The size of the Visitor Center in relation to annual visitation is examined below. The median ratio has been applied to potential cultural attraction visitation to Fort Monroe (150,000).

Table 6-2: Visitor Center Sizing Based on Visitation for Comparable Historic Attractions

Applied to Fort Total Visitor Square Monroe Center Size Annual Feet per Potential Name Location (square feet) Visitation Attendee Visitation Old Salem Winston-Salem, NC 21,000 100,000 0.21 32,000 Fort Ticonderoga Ticonderoga, NY 15,200 85,000 0.18 27,000 NM Rome, NY 13,700 93,000 0.15 22,000 Gettysburg Gettysburg, PA 139,000 1,013,000 0.14 21,000 Narragansett Bay, RI 4,000 30,000 0.13 20,000 Jamestown Settlement Jamestown, VA 67,000 510,000 0.13 20,000 Fort Warren 1/ Boston, MA 12,200 100,000 0.12 18,000 Fort Snelling 2/ St. Paul, MN 17,000 140,000 0.12 18,000 Old Fort Niagara Youngstown, NY 10,000 85,000 0.12 18,000 Fort Smith NHS Fort Smith, AR 7,200 64,000 0.11 17,000 Fort Scott NHS Fort Scott, KS 3,100 29,000 0.11 16,000 Median 0.13 20,000

1/ Part of the "Boston Isles." 2/ Proposed visitor center using renovated historic buildings.

Source: Individual attractions, and the National Park Service.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 114 Based on expected demand and the experience of comparable facilities, the Visitor Center should be at least 20,000 square feet in size. This would be the minimum size needed, since additional use is expected by beach visitors. The current PX building, home of the future Visitor Center, is much larger than this minimum space requirement. Additional space is desirable, since it could be used for expansions and other uses. Until used, excess space would be held in reserve.

The visitor center should provide both historic and environmental education interpretation. The recommended size should be adequate to accomplish this. The table below presents the size of selected nature centers. All are less than 20,000 square feet.

Table 6-3: Size of Selected Nature Centers

Name Location Size Shangri La Nature Center Orange, TX 17,600 Remington Nature Center St. Joseph, MO 15,000 Holliday Park Nature Center Indianapolis, IN 13,000 Russell W. Peterson Urban Wildlife Refuge Wilmington, DE 13,000 Nebraska Nature & Visitor Center Alda, NE 12,000 Cibolo Nature Center Boerne, TX 11,000 Riveredge Nature Center Newburg, WI 11,000 Shaker Lakes Nature Center Shaker Heights, OH 11,000 Environmental Nature Center Newport Beach, CA 9,000 Green Cay Nature Center Boynton Beach, FL 9,000 Everglades National Park, Visitor Center Homestead, FL 8,000 Madrona Marsh Nature Center Torrance, CA 8,000 Hartley Nature Center Duluth, MN 7,800

Source: Individual facilities.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 115 The recommended timeline for selected visitor services and heritage-related interpretive components is presented below. FMA would manage the operations of the existing Casemate Museum in the future for a period of at least two years.

Table 6-4: Recommended Visitor Services and Heritage-Related Program Components

Phase 1 2 3 4 Stage 1.1 1.2 2.1 2.2 3.1 3.2 4.1 Year #12345678910 FY FY FY FY FY FY FY FY FY FY Description 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Website with event calendar & ticketing ●●●●●●●●●● Directional signage ●●●●●●●●●● Brochure with walking / driving tour ●●●●●●●●●● Digital audio tour (iPod, cell phone) ●●●●●●●●●● Outdoor interpretive displays ●●●●●●●●●● Visitor Center parking ●●●●●●●●●● Visitor Center information lobby ●●●●●●●●●● Visitor Center restrooms ●●●●●●●●●● Casemate Museum ●●●●●●●●●● Battery Irwin exterior ●●●●●●●●●● Partner-guided programs ●●●●●●●●●● Special Events (includes Gazebo) ●●●●●●●●●● Dormitory lodging with programs ●●●●●●●●●● Visitor & resident shuttle system ●●●●●●●●●● General parking ●●●●●●●●●● Visitor Center orientation video ●●●●●●●●● Visitor Center education room(s) ●●●●●●●●● Visitor Center office(s) ●●●●●●●●● Additional outdoor interpretive displays ●●●●●●●●● Docent-led tours ●●●●●●●●● Interpretive demonstrations ●●●●●●●●● Outreach packets for schools ●●●●●●●●● Visitor Center bicycle rentals ●●●●●●●●● Visitor Center core permanent exhibit ●●●●●●●● Visitor Center temporary exhibit(s) ●●●●●●●● MARS building interior ●●●●●●● Old Quarters #1 interior interpretation ●●●●●● Walkway from Visitor Center to East Gate ●●●●●● Visitor Center gift shop ●●●●●● Visitor Center gift café ●●●●●● Moat float boat ●●●●●● Other Visitor Center exhibit(s) ●●● Partner stand-alone interpretive center(s) ● Battery Parrott interior interpretation ● TOTAL

Color Codes: Black Directly operated by Fort Monroe Authority (FMA). Green Partner operation. Blue Concession or leased operation.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 116 6.2.4 Natural Resources

Fort Monroe would also provide many opportunities for visitors particularly interested in its natural resources, including hiking, fishing, boating, birding, and duck hunting. Service facilities would be conveniently located nearby. Selected future components are presented in the table below.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 117 Table 6-5: Recommended Visitor Program Components Involving Natural Resources

Phase 1 2 3 4 Stage 1.1 1.2 2.1 2.2 3.1 3.2 4.1 Year #12345678910 FY FY FY FY FY FY FY FY FY FY Description 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Website with event calendar & ticketing ●●●●●●●●●● Directional signage ●●●●●●●●●● Brochure with walking / driving tour ●●●●●●●●●● Outdoor interpretive displays ●●●●●●●●●● Visitor Center information lobby ●●●●●●●●●● Partner-guided programs ●●●●●●●●●● Access to nature areas ●●●●●●●●●● Dormitory lodging with programs ●●●●●●●●●● Stillwell Road Hand Launch ●●●●●●●●●● Kayak / canoe / boat rentals ●●●●●●●●●● Picnic areas ●●●●●●●●●● Visitor & resident shuttle system ●●●●●●●●●● General parking ●●●●●●●●●● Campground / RV Park ●●●●●●●●●● Visitor Center orientation video ●●●●●●●●● Visitor Center education room(s) ●●●●●●●●● Additional outdoor interpretive displays ●●●●●●●●● Interpretive demonstrations ●●●●●●●●● Outreach packets for schools ●●●●●●●●● Temporary nature center (Building #38) ●●●●●●●●● Signed trail system ●●●●●●●●● Habitat restoration with interpretation ●●●●●●●●● Visitor Center bicycle rentals ●●●●●●●●● Visitor Center core permanent exhibit ●●●●●●●● Visitor Center temporary exhibit(s) ●●●●●●●● Marsh viewing platform ●●●●●●● Outdoor amphitheater (100 seats) ●●●●●● Northern and central area restrooms ●●●●●● Yurts with views of the Bay ●●●●●● Other Visitor Center exhibit(s) ●●● Permanent nature center ●●● Stillwell Road small craft launch ●●● Fishing Pier ●●● Partner stand-alone interpretive center(s) ●

Color Codes: Black Directly operated by Fort Monroe Authority (FMA). Green Partner operation. Blue Concession or leased operation.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 118 6.2.5 Other Recreational Facilities

Fort Monroe would also offer other recreational activities, with its beaches likely to be the most popular choice. Beach visitors would typically begin their outing at the Visitor Center. There, they could orient themselves to the available beaches and parking areas. During peak summer periods, when the visitor center parking lot is full, special overflow parking areas would be used by these visitors. Shuttle vehicles could then transport them to the beaches.

Other recreational opportunities would be provided at Fort Monroe’s Fitness Center, Community Center, bowling center, marina, sports fields, and tennis courts. Selected future recreation-related components are presented in the table below.

Table 6-6: Recommended Recreational Components

Phase 1 2 3 4 Stage 1.1 1.2 2.1 2.2 3.1 3.2 4.1 Year #12345678910 FY FY FY FY FY FY FY FY FY FY Description 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Website with event calendar & ticketing ●●●●●●●●●● Directional signage ●●●●●●●●●● Visitor Center parking ●●●●●●●●●● Visitor Center information lobby ●●●●●●●●●● Visitor Center restrooms ●●●●●●●●●● Stillwell Road Hand Launch ●●●●●●●●●● Kayak / canoe / boat rentals ●●●●●●●●●● Swimming (lifeguards in June 2012) ●●●●●●●●●● Sports fields and courts ●●●●●●●●●● Picnic areas ●●●●●●●●●● Visitor & resident shuttle system ●●●●●●●●●● General parking ●●●●●●●●●● Fitness Center ●●●●●●●●●● Community Center ●●●●●●●●●● Bowling center ●●●●●●●●●● Marina ●●●●●●●●●● Visitor Center orientation video ●●●●●●●●● Dune cross walks & beach access ramps ●●●●●●●●● Beach service building (with restrooms) ●●●●●●●●●

Color Codes: Black Directly operated by Fort Monroe Authority (FMA). Green Partner operation. Blue Concession or leased operation.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 119 6.2.6 Conceptual Site Plan

A visual overview of this plan’s recommendations can be seen in Figures 12 and 16.

6.3 Governance and Management

The following paragraphs discuss governance and management aspects of Fort Monroe’s Interpretive Master Plan.

6.3.1 FMA’s Role in Managing Interpretation

Overall, Fort Monroe Authority would provide the tourism infrastructure and core interpretation program. It would also directly operate selected key structures and areas that should eventually be managed by other entities. These include the historic and beach areas.

FMA’s Deputy Director of Public Programs is a member of the senior management team and reports to the Executive Director. This position oversees all general areas relating to tourism, tourism marketing, educational, interpretive and recreational and special event programs organized and presented to the public. This deputy director will also initially coordinate all fund raising activities for the Authority. This deputy director heads the Department of Public Programs and serves as the representative for public programs offered by partners. This position also supervises the training and performance of departmental full and part-time employees and laborers, and related consultants / concessionaires.

6.3.2 Non-profit organization

A dedicated non-profit organization (Old Point Comfort Foundation) has already been formed to aid with future fundraising for Fort Monroe. FMA and the Old Point Comfort Foundation may share board members in the future in order to ensure that both share the same vision for the future. If this new non-profit organization is successful in its fundraising mission, it should be encouraged to have a more active role in Fort Monroe future interpretive efforts. This includes producing the core permanent exhibit gallery at the Visitor Center.

6.3.3 Partnerships

A key aspect of Fort Monroe’s future would be to establish an extensive partnership network. The primary partner should be the National Park Service (NPS), with Fort Monroe eventually established as a NPS unit. Federal legislation to enable this designation is planned in the near future. Recently established NPS units with significant partnerships could provide guidance. These include the New Bedford Whaling National Historical Park and Tuskegee Airmen National Historic Site.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 120 Exploratory discussions have already begun with other potential interpretive partners to initially gauge their possible interest in future involvement at Fort Monroe. Many of these potential partners are identified elsewhere in this plan. The results thus far have generally been encouraging, and these partnership planning efforts should be expanded in the future. In particular, a Partner Strategic Action Plan should cooperatively be prepared to establish the general mission, vision, operating principles; goals; and objectives of the future partnership network. An initial cooperative venture could be participation on newly created advisory councils for Fort Monroe’s future interpretive and tourism efforts.

This Interpretive Master Plan in conjunction with Fort Monroe’s Historic Preservation Design Standards should proactively guide the partnership process. Prospective opportunity structures, locations, and activities should be identified and described in targeted Request for Proposals (RFPs). FMA’s real estate department could also master plan specific prospective developments to further aid the process. This has been done at tourist areas elsewhere, such as Jekyll Island.

6.3.4 Organizational Chart

The recommended organizational chart for Fort Monroe Authority’s public programs department is shown on the next page. The dashed lines indicate outside relationships. FMA’s Executive Director and Deputy Director of Public Programs would both be directly involved with the Old Point Comfort Foundation. This Deputy Director would coordinate fund raising for the nonprofit foundation in collaboration with FMA’s Deputy Director of Operations. FMA’s Development Coordinator would also work closely with the dedicated non-profit organization on fundraising efforts.

The Deputy Director of Public Programs serves as the main representative for public programs offered by partner organizations. One key aspect of this relationship will be joint marketing and promotions, so it is expected that the department’s Marketing Coordinator will also work closely with partner organizations.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 121 Figure 6-1: Recommended Organizational Chart for FMA’s Public Programs Department

Executive Director

Deputy Director, Public Programs Non-Profit Partner Organization Executive Concessions Organizations Assistant

Development Coordinator of Marketing Coordinator Visitor Services Coordinator (Fundraising)

Historic Recreational Programs Programs Manager Manager

Visitor Center Interpreters Related Lifeguards Rangers Related / Parking (volunteers) Maintenance and Beach (nature Maintenance Attendants Staff Patrol areas) Staff

6.3.5 Staffing Plan

The recommended staffing plan is shown on the next page for FMA’s public programs department. It includes staff directly employed by FMA, as well as its volunteers. In addition, it is expected that there would be a significant number of employees involved with partner operations and concessions.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 122 Table 6-7: Recommended Fort Monroe Authority Staffing Plan for Public Programs

Full-Time Equivalent Employees (FTE) Phase 1 2 3 4 Stage 1.1 1.2 2.1 2.2 3.1 3.2 4.1 Year #12345678910 FY FY FY FY FY FY FY FY FY FY 1/ FMA Position 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Management: Deputy Director, Public Programs 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Development Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Marketing Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Coordinator of Visitor Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Historic Programs Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Recreational Programs Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0

Staff: Visitor Center attendants 2/ 1.01.02.52.53.03.03.54.04.04.0 Parking attendants 2/ 1.01.01.51.51.51.51.51.51.51.5 Casemate Museum staff 3/ 1.01.01.01.01.01.01.01.01.01.0 Rangers (nature areas) 0.5 0.5 1.0 1.5 2.0 2.5 3.0 3.5 3.5 4.0 Maintenance 2/ 3.03.03.03.03.53.53.54.04.04.0 Lifeguards 2/ 1.02.52.52.53.03.03.03.03.53.5 Beach patrol 2/ 1.03.03.03.03.03.03.03.03.03.5 Subtotal - Paid 15.5 19.0 21.5 22.0 24.0 24.5 25.5 27.0 27.5 28.5

Interpreters (volunteers) 4/ 10.0 11.0 12.0 12.0 12.0 12.0 12.0 13.0 13.0 13.0 Total 25.530.033.534.036.036.537.540.040.541.5

1/ Does not include employees of partner organizations or concessionaires. 2/ Includes full-time equivalent (FTE) for seasonal employees. Does not include staff provided by outside organizations. 3/ Does not include staff provided by outside entities. 4/ In addition to interpreters and docents provided by partner organizations.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 123 6.4. Financial Analysis

The following pages present the financial analysis for Fort Monroe’s public programs. These estimates are a subset of Fort Monroe’s entire financial performance, and are intended for use in the overall financial model.

All financial estimates presented in this initial draft report are preliminary in nature and subject to change. Overall, the goal is to provide reasonable and achievable financial targets for future development and operation. This draft plan presents financial estimates generally based on the experience of comparable facilities, and therefore provides a good starting point for this effort.

In order to be consistent with Fort Monroe’s overall financial plan, this analysis is from Fort Monroe Authority’s perspective. The overall financial plan is based on FMA serving mainly as a landlord for a diverse range of future uses. There would be limited direct operation of uses at Fort Monroe by the FMA. Most would be directly operated by partners, tenants, and concessionaires. This financial analysis for the cultural business plan follows this overall approach.

An extensive partnership network would be established, with the primary partner being the National Park Service. Interpretive partners will be encouraged to provide additional programs and activities to Fort Monroe’s visitors. These partners could (and would likely) charge an optional fee for these services. They would also be notably recognized for their involvement in signage and promotional media. In return, the partners would be responsible for the operational and capital costs involved with their programs and activities.

In order to promote a positive relationship with interpretive partners, FMA would strive to maintain a “cash-flow neutral” (sometimes known as “revenue neutral”) financial relationship after expenses have been paid. These expenses include those typically covered by a service district charge implemented elsewhere. FMA would not aim to profit from its interpretive partners for their involvement at Fort Monroe, but also does not intend to subsidize them. FMA’s primary role in this cooperative effort would be to establish the tourism infrastructure and core interpretation program, as well as provide overall marketing and promotion benefits. Other partner incentives may be provided on a case-by-case basis.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 124 6.4.1 Revenue Potential Assessment

In order to maximize potential financial self-sufficiency, Fort Monroe would host a variety of uses. These should include traditionally profitable tourist uses, such as restaurants, retail shops, and lodging.

FMA’s public programs and real estate departments should promote mixed-use development by identifying opportunity locations and issuing targeted Request for Proposals (RFPs) for potential concessionaires or tenants. Beforehand, it should further evaluate specific tourist-related uses to help guide this RFP process. These evaluations should include potential museum retail and food service operations. These and other potential uses are listed below.

Table 6-8: Potential Revenue-Generating Concessionaires or Tenants

Phase 1 2 3 4 Stage 1.1 1.2 2.1 2.2 3.1 3.2 4.1 Year #12345678910 FY FY FY FY FY FY FY FY FY FY Description 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Kayak / canoe / boat launching & rentals ●●●●●●●●●● Visitor & resident shuttle system ●●●●●●●●●● Campground / RV Park ●●●●●●●●●● B&B-style lodging (Armistead Hall) ●●●●●●●●●● Bowling center ●●●●●●●●●● Movie theater ●●●●●●●●●● Marina ●●●●●●●●●● Bay Breeze center ●●●●●●●●●● Visitor Center bicycle rentals ●●●●●●●●● Historic homes available as lodging ●●●●●●●●● Artists’ studios / galleries ●●●●●●● Tourist-oriented restaurant(s) ●●●●●●● Visitor Center gift shop ●●●●●● Visitor Center gift café ●●●●●● Moat float boat ●●●●●● Yurts with views of the Bay ●●●●●● Resort / condo hotel(s) ●●●●●● Tourist-oriented retail ●●●●●●

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 125 An important source of operating revenues would be the “conservation fee” paid by visitors to Fort Monroe. Visitor attractions and parks typically charge an admission fee, unless they are substantially subsidized for their public programs. There is no assurance at this time that Fort Monroe would be similarly subsidized, hence the need for the planned conservation fee. In order to promote financial sustainability, the recommended conservation fee structure is $10 per vehicle. This is in line with those used in state parks that strive to maximize financial self-sufficiency. Season passes should also be offered at Fort Monroe as an incentive for local residents.

As noted earlier, partner programs and activities would also be options to Fort Monroe visitors, and these may require an additional fee. The planned interactive ticketing system at the Visitor Center should allow visitors to buy admission options, along with the conservation fee, in a single purchase. Package discounts may also be available

6.4.2 Operating Pro Forma

The tables below and on the on the next page present the operating pro forma for Fort Monroe Authority’s (FMA) interpretive efforts during the first ten years of operation. These financial estimates are for FMA alone, and do not include operations that are established by partnership entities. These estimates assume that certain key partner operations would initially be operated by FMA until the future partner is in place. Examples are the National Park Service for part of the historic area, and perhaps the Commonwealth of Virginia for part of the natural and beach areas. Should these partnerships occur within the first ten years of operation, some of the currently planned FMA operating expenses would transfer to that partner.

Financial amounts are in constant dollars for planning purposes. Actual amounts should rise with inflation over time.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 126 Table 6-9: Operating Pro Forma for Fort Monroe Public Programs

Year 1 Year 2 Year 3 Year 4 Year 5 Category FY2012 FY2013 FY2014 FY2015 FY2016

Visitation 78,000 149,000 164,000 172,000 189,000

Revenues: Conservation Fee 1/ $250,000 $477,000 $525,000 $550,000 $605,000 Grants $300,000 $300,000 $300,000 $300,000 $300,000 Casemate Museum 2/ $78,000 $134,000 $148,000 $155,000 $170,000 Special Events $70,000 $94,000 $135,000 $135,000 $156,000 VC Exhibit Admission 3/ ------$115,000$120,000 $132,000 VC Concession Fee $21,000 $30,000 $33,000 $34,000 $37,000 Sports Facilities $11,000 $21,000 $22,000 $23,000 $24,000 Miscellaneous $7,000 $11,000 $13,000 $13,000 $14,000 Total Revenues $737,000 $1,067,000 $1,291,000 $1,330,000 $1,438,000

Expenses: Salaries / Wages $567,000 $729,000 $788,000 $811,000 $877,000 Marketing $108,000 $112,000 $116,000 $120,000 $129,000 Utilities $97,000 $100,000 $103,000 $106,000 $115,000 Maintenance $84,000 $87,000 $90,000 $93,000 $101,000 Services $71,000 $74,000 $77,000 $80,000 $86,000 Insurance $50,000 $51,000 $52,000 $53,000 $58,000 Supplies $37,000 $38,000 $39,000 $40,000 $43,000 Other $24,000 $25,000 $26,000 $27,000 $29,000 Total Expenses $1,038,000 $1,216,000 $1,291,000 $1,330,000 $1,438,000 Surplus / Deficit -$301,000 -$149,000 $0 $0 $0

1/ Based on $10 per vehicle conservation fee, equal to approximately $3 per person assuming an average of 2.5 persons per vehicle and 20% discount factor. 2/ Based on $3 average admission fee for the Casemate Museum. 3/ Based on $2 average admission fee for the Visitor Center core permanent exhibit gallery.

Table 6-10: Operating Pro Forma for Fort Monroe Public Programs (continued)

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 127

Year 6 Year 7 Year 8 Year 9 Year 10 Category FY2017 FY2018 FY2019 FY2020 FY2021

Visitation 196,000 204,000 225,000 233,000 242,000

Revenues: Conservation Fee 1/ $627,000 $653,000 $720,000 $746,000 $774,000 Grants $300,000 $300,000 $300,000 $300,000 $300,000 Casemate Museum 2/ $176,000 $184,000 $203,000 $210,000 $218,000 Special Events $156,000 $156,000 $156,000 $156,000 $156,000 VC Exhibit Admission 3/ $137,000 $143,000 $158,000 $163,000 $169,000 VC Concession Fee $38,000 $39,000 $41,000 $42,000 $43,000 Sports Facilities $25,000 $26,000 $27,000 $28,000 $29,000 Miscellaneous $15,000 $15,000 $16,000 $17,000 $17,000 Total Revenues $1,474,000 $1,516,000 $1,621,000 $1,662,000 $1,706,000

Expenses: Salaries / Wages $899,000 $925,000 $989,000 $1,014,000 $1,041,000 Marketing $133,000 $136,000 $146,000 $150,000 $154,000 Utilities $118,000 $121,000 $130,000 $133,000 $136,000 Maintenance $103,000 $106,000 $113,000 $116,000 $119,000 Services $88,000 $91,000 $97,000 $100,000 $102,000 Insurance $59,000 $61,000 $65,000 $66,000 $68,000 Supplies $44,000 $45,000 $49,000 $50,000 $51,000 Other $29,000 $30,000 $32,000 $33,000 $34,000 Total Expenses $1,473,000 $1,515,000 $1,621,000 $1,662,000 $1,705,000 Surplus / Deficit $1,000 $1,000 $0 $0 $1,000

1/ Based on $10 per vehicle conservation fee, equal to approximately $3 per person assuming an average of 2.5 persons per vehicle and 20% discount factor. 2/ Based on $3 average admission fee for the Casemate Museum. 3/ Based on $2 average admission fee for the Visitor Center core permanent exhibit gallery.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 128 6.4.3 Development Costs

The table below presents indicative capital cost amounts based on the experience of comparable facilities. These are intended to provide order-of-magnitude target numbers until more precise amounts are prepared by construction cost estimating specialists. Some costs involve upgrading existing facilities.

It is expected that the dedicated non-profit organization (Old Point Comfort Foundation) would assist with part or all of the development costs involved with the core permanent exhibit gallery at the Visitor Center. In return, this organization would be responsible for producing this future expansion.

Table 6-11: Indicative Capital Cost Amounts

Description FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019

Website with events & ticketing $50,000 ------Directional signage $100,000 ------Brochure with walking / driving tour $120,000 ------Outdoor interpretive displays $10,000 ------Visitor Center parking $20,000 ------Visitor Center information lobby $480,000 ------Visitor Center restrooms $10,000 ------Battery Irwin exterior $20,000 ------Special Events (includes Gazebo) $30,000 ------Nature area access $60,000 ------Stillwell Road Hand Launch $50,000 ------Swimming (lifeguards in June 2012) $80,000 ------Sports fields and courts $50,000 ------Picnic areas $10,000 ------General parking $70,000 ------Visitor Center education room(s) --- $70,000 ------Visitor Center education room(s) --- $40,000 ------Visitor Center office(s) --- $30,000 ------Outdoor information kiosk(s) --- $60,000 ------Temporary nature center --- $250,000 ------Signed trail system --- $240,000 ------Dune cross walks & beach access --- $400,000 ------Beach services (restrooms) --- $500,000 ------Visitor Center core permanent exhibits ------$2,600,000 ------Marsh viewing platform ------$530,000 ------Path from Visitor Center to East Gate ------$200,000 ------Outdoor amphitheater (100 seats) ------$150,000 ------Northern and central area restrooms ------$300,000 ------Stillwell Road small craft launch ------$300,000 Fishing Pier ------$450,000 Annual Total $1,160,000 $1,590,000 $2,600,000 $530,000 $650,000 $0 $0 $750,000 Culmulative Total $1,160,000 $2,750,000 $5,350,000 $5,880,000 $6,530,000 $6,530,000 $6,530,000 $7,280,000

For a detailed estimate of the cost of developing the PX as a Visitor Center (exclusive of interpretive media), please see Appendix Q, Rehab Estimate for the PX, June 28, 2010.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 129 PART 7: MARKETING RECOMMENDATIONS FOR PUBLIC PROGRAMS Trudy O’Reilly, Principal, O’Reilly Public Relations

7.1 Executive Summary

The Fort Monroe Authority Act (HB1297) directs the Authority to “protect the historic resources at Fort Monroe, provide public access to the Fort’s historic resources and recreational opportunities, exercise exemplary stewardship of the Fort’s natural resources, and maintain Fort Monroe in perpetuity as a place that is a desirable one in which to reside, do business, and visit, all in a way that is economically sustainable.”

The Interpretive Master Plan outlines the steps needed to fulfill the mandate for public programs at the Fort Monroe National Historic Landmark District. It is a plan for the next 15 years, with the first phase being implemented in one to three years.

The marketing recommendations anticipate what has to be accomplished in the next 16 months to be ready for visitors in the fall of 2011.

During the first five years the Authority will take an incremental approach to cultural attractions and each addition will be marketed as it is ready to open to the public. During the 2011 opening, much fan fare and advertising will draw attention to the opening of the Visitor’s Center and the “Welcome to Fort Monroe” campaign. There will be directional and interpretive signage, maps, and tours, all designed to give the visitor the feeling of being valued.

The recreational aspects of the site can be marketed more quickly and be used to position Fort Monroe as a leisure waterfront destination, with beaches, boating and natural areas. Accessibility to the site and promotion of the recreational opportunities will attract visitors.

The phasing and timing of public programs will determine the timetable of future marketing plans. The Authority should not market until a year before implementation of a new interpretative program, satellite museum, or event is ready to open.

Educating the public about the merits of Fort Monroe should be the aim of early marketing efforts. Current research spotlights a lack of awareness about what Fort Monroe has to offer. There is no image of the place in the minds of the people we most want to attract to the site, the Hampton Roads community and tourists to the Hampton Roads region.

The Fort Monroe Authority must focus immediately on the three goals that should be accomplished by September 15, 2011:

1. Primary Marketing Challenge

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 130 Fort Monroe has low identification, even with people living in Hampton Roads, where it is ranked 9th among the sites they have visited. Fort Monroe’s most important appeal is its waterfront location. It has beaches, natural areas and historic neighborhoods but the public is not aware that the site offers these amenities.

According to the 2010 Public Programs Visitors Study completed by the Southeastern Institute of Research, “Even if people have heard of Fort Monroe or Old Point Comfort, it is likely they are not familiar with the site and even more likely that they have not visited it.”

The Authority must set in motion an awareness campaign to build familiarity about Fort Monroe as a place to live and visit. It is difficult to market real estate, public programs or recreation until people want to come to the site.

2. Implementation of a two-year bridge plan The Fort Monroe Authority must open with self-guided tours, a series of historical and recreational programs and limited special events.

The site’s early programs need to be fun. Fort Monroe offers a superior location for good-humored activity and many indoor and outdoor spaces will be used by the Authority for sponsored special events and by others who wish to reserve the spaces for private functions. It will be a playground for the Fort Monroe residents, the Hampton Roads community and visitors to the area, once they know the full menu of what is available at the site. In the early years the promotion of public programs must rely on no cost or low cost tools to reach the public: these include word of mouth, free on-line media, public relations and the Fort Monroe Authority website. As funds become available, new programs and marketing will be added to encourage visitors to return for longer stays, thereby generating more revenue to help offset expenses.

The two- year bridge plan will provide the visitor with self-guided interpretive services, including a well-designed map, iPod tours, and smart phone applications on opening day. Getting the Visitor’s Center open is a major priority for the bridge period.

3. Open the Visitor’s Center The Visitor’s Center is an early priority in a promotion called “Welcome to Fort Monroe.” The Authority will need to install signage that directs visitors to the new Visitor’s Center for orientation.

The Fort Monroe site can be confusing to the first-time visitor. Tourists need help to organize their visitor experience. Fort Monroe, with its old street system and scattered parking, can make getting around the site difficult.

Visitors all need the same basic amenities: rest rooms, food and drink, first-aid, maps and touring information. The current Post Exchange, located between the fort and

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 131 the recreation area could be converted into a Visitor’s Center reasonably and it has adequate space and ample parking for cars and buses.

The Authority will need to establish concessions with private vendors to provide food, drinks, snacks, bicycle, Segway, golf carts, and canoe and kayak rentals to operate out of or near the Visitor’s Center.

The Visitor’s Center gives the Authority the opportunity to welcome the public to Fort Monroe and convert visitors into “word of mouth” communicators about the merits of the site. It is the place where newcomers to Fort Monroe will gain their first impression. It is the place where the idea of living on the site will be introduced to people with a property showcase display.

Most early visitation will be in the form of day-trips from locals and people visiting the region, so an overview will be an important first step for audiences. The Visitor’s Center will become the public “hub” for all activities.

The Visitor’s Center will interview visitors to determine what the public enjoys most about Fort Monroe. Surveys will measure the effectiveness of marketing efforts. It will become the living room where people share their experiences.

During the first one to three years:

A multitude of powerful stories will require phased introduction according to set priorities in the Visitor’s Center.

Fort Monroe at Old Point Comfort is rich with stories that date back nearly fifteen hundred years. Historic sites have the advantage of telling some of their own stories without the addition of a great deal of support. The Fort speaks to the lengthy military use of the site, while the area around Fort Monroe’s Dog Beach recalls the era when Indians used the site as a procurement area for food. The lighthouse reminds us that this land was an important navigation landmark long before Fort Monroe was built. The Chamberlin recalls the resort history at Old Point Comfort.

The Interpretive Master Plan (IMP) is a thought-provoking long-range plan for the future. It is an umbrella concept based on the search for and preservation of freedom, which is organized in stories under six major themes: The Natural Environment, Virginia Indians, The African American Experience, The Civil War, Defense of the Nation and the Old Point Comfort Resorts.

Survey data will guide the final selection of the most popular stories, but the focus should always remain on these main themes. To identify demographics of those visiting and the stories they find most important, an ongoing survey will be conducted from the Visitor’s Center.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 132 How will the Authority pay for the public services?

Public programs are not usually self-supporting. Visitor services will be supported with revenue-producing programs, grants, sponsorships, conservation fees and income from facility rentals. Effective marketing will be essential to generate enough tourism to offset some of the basic expenses of operations.

The Authority has formed a not for profit foundation that will assist in raising funds to support programs. Designation of a part of the site as a unit of the National Parks Service will lend the power of the parks brand, an advantage in increasing awareness.

7.2 The Marketing Approach: Situation Analysis

In the fall of 2011, Fort Monroe at Old Point Comfort will be managed by the Fort Monroe Authority. The Authority will breathe new life into this exciting place, growing its image as an outstanding place to live, work, play, learn and visit.

Fort Monroe is more than great stories about America’s search for freedom; there is a marina, three miles of beaches, eight miles of total waterfront, a boardwalk, outdoor picnic areas, ball parks, tennis courts, a travel trailer park, a band shell, two churches, the Chamberlin, small boat launches, a fishing pier and beautiful historic neighborhoods. However, few people are aware that these amenities exist. Fort Monroe does not trigger an image of waterfront vistas, beaches or historic neighborhoods, and it needs to. Creating a picture in the minds of our audiences will be our first challenge. Dramatic images of the site and promotional videos should be components in all marketing, advertising and promotion.

7.2.1 Market Demographics for Hampton Roads Visitors and Residents

The Visitor: Visitor traffic is the highest from May to September, when 60% of the visitors come to the area, 74% of the Hampton Roads visitors travel in their own cars and an additional 6% rent cars. The majority are from Virginia, with some travelers from Maryland and North Carolina. The primary visitor destinations are Virginia Beach (45%) and Williamsburg (43%).

Early marketing should focus on two audience groups.

Primary: 46 % are boomers, people between the ages of 45 and 64, well educated, empty nesters, with time to travel and the resources to maintain a vacation home.

Secondary: 20% are Generation X who are between the ages 35 and 44, well educated, travel with families and looking for sites that offer a variety of options for fun. Family market equals growth.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 133 The Resident: The potential residents of Fort Monroe will be empty nesters, some retired and some young professionals, both groups with significant disposable income. Most will come from the Hampton Roads region.

There is a secondary market for residential real estate due to a growing interest in second homes. This is a wider market, extending as far north as and as far south as Atlanta.

The on-site 332 slip marina will attract boaters due to the proximity of excellent fishing in the Chesapeake Bay and the .

7.2.2 Market Trends

Regional research indicates that almost half of the out-of-town visitors will be staying in private homes. Thus, the Authority will need to generate community awareness with a series of local events to encourage visitation. This will stimulate word of mouth advertising about Fort Monroe being an attractive place to take guests.

7.2.3 Market Growth

One of the challenges to growing the tourism market to Fort Monroe is the astonishing lack of awareness because most people have never heard of the place and those who have, think it is closed.

Marketing Fort Monroe as a “must see” place for visitors presents significant challenges and tremendous opportunities. Military security has been strict since 9/11. This security, plus the announcement that the Army will close the installation, has created the view that this treasure is closed to visitors.

This perception that Fort Monroe is closed has dramatically reduced the number of non-military people who come to the site. While the base is not actually closed, in the public’s mind it is. In marketing, perception is the reality. Therefore, the Authority’s ability to grow the number of people who come to the site will be dependent on an awareness advertising campaign.

The only statistics on visitation to the site are those kept by the Casemate Museum, which recorded 35,000 visitors last year. The Army does not maintain figures on special events, including the annual Fourth of July celebration and summer concerts. Many people walk around the site to enjoy the setting and the spectacular views. With adequate marketing and strong but limited public programs, the Authority should be able to attract 250,000 tourists within the first 10 years of operations.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 134 7.2.4 SWOT Analysis

Strengths

• Fort Monroe is famous as an important Civil War site. • The geographic location of Old Point Comfort offers enviable vistas of the Chesapeake Bay coastline and Hampton Roads Harbor seascapes. • There is a high-volume of traffic using the bridge-tunnel nearby, which averages about 95,000 vehicles a day, but can exceed 100,000 during the peak period of July and August.

Weaknesses

• As a military installation, it is not thought of as a visitor attraction or a neighborhood to live in. • The site’s current infrastructure — the lack of an existing hotel, restaurants, Visitor’s Center, and only one full-service lodging accommodation within five miles --- will limit the length of a visitor’s stay. • Traffic on I-64 is also a weakness due to overcrowding and long back-ups in the summer months.

Opportunities

• For most visitors, Fort Monroe remains an “undiscovered” location, allowing the Authority to shape a positive image without struggling against negative misconceptions. • The new residential population living on Old Point Comfort will benefit from an exceptional quality of life, with a broad range of natural amenities and an abundance of outdoor activities. This core group of residents will offer an excellent opportunity for word of mouth advertising via social media, including blogs, Flickr, Facebook and Web site. • The rich history of the site and availability of recreational activities provide opportunities for new and dynamic programs.

Threats

• There is a lack of signage providing directional routes to Fort Monroe. • An empty site will discourage tourism; therefore every effort must be made to keep people in the houses.

7.2.5 Competition

Hampton Roads provides a diverse set of tourist attractions. Visitors can choose from the surf and sand of Virginia Beach to the east or the historic attractions of Williamsburg, Yorktown and Jamestown to the west of Fort Monroe, with many colonial and civil war sites

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 135 in-between. There is a great deal of competition for the visitor’s attention. The freeway exit to Fort Monroe is on the same pathway as Hampton Roads’ most visited sites, Virginia Beach (45%) and Colonial Williamsburg (43%). This offers the Authority an opportunity to partner with Williamsburg and Virginia Beach for day trips to Fort Monroe.

7.2.6 Product Offerings for Public Programs

A number of possible interpretive partners, whose missions embrace the themes at Fort Monroe, could potentially manage some of the visitor programs in partnership with the Authority. The hope is that these programs will blossom into a permanent presence of on-site satellite museums in the future. Survey data indicates that museums are highly desired.

Possible partners include the Casemate Museum, which is already at Fort Monroe, the National Park Service, the Virginia Museum of Natural History, the Virginia Living Museum, the Chesapeake Bay Foundation, Hampton History Museum, Museum of the Confederacy, Virginia War Museum and Old Dominion University's Virginia Modeling and Simulation Center. Other possible partners include the Contraband Historical Society, The Mariners' Museum, Hampton University, Colonial Williamsburg and Virginia Air & Space Center.

The Casemate Museum, the National Park Service and the Virginia Museum of Natural History have begun talks about a future role at Fort Monroe. The first agreements will focus on partnering in the presentations of public programs at the site.

7.2.7 Keys to Success

A friendly, welcoming, knowledgeable staff at the Visitor’s Center is critical to early success. Merchandising should be introduced from the beginning so visitors have a take away memory of the experience.

7.2.8 Critical Issues

Competitive destinations are significantly outspending Fort Monroe. It is recommended that the Authority anticipate a first and second year of 5-7% of the operation budget be spent on marketing the overall site. A minimum amount for opening year marketing is between $500,000 and $750,000. Thereafter, a budget line item should be included for ongoing marketing of the site. Typically, allow 3- 5% of the total operating budget for marketing the site, with a minimum of $350,000 annual marketing budget.

Given the low awareness and need to position Fort Monroe with a new brand and image, appropriate start-up funding for marketing is critical to early success. Less funding for real estate and tourism promotion will restrict the amount of advertising

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 136 and marketing opportunities, which will result in a lack of awareness and a reduction in tourists and leasing activity.

7.3. Marketing Recommendations

7.3.1 Mission Preserve the historic and natural resources at Fort Monroe, Old Point Comfort, Virginia, and promote public access, enjoyment, and educational enrichment while striving to achieve economic sustainability.

7.3.2 Marketing Objectives Develop a five-year marketing approach that positions Fort Monroe as a place for unique resort-style living, an office address of note, and a place to play and visit to build leasing and tourism.

7.3.3 Financial Objectives Increase the visitor traffic to 250,000 within ten years. Attract restaurants, bed and breakfasts, retail and lodging to the site.

7.3.4 Target Markets

66% of the visitors to Hampton Roads come from Virginia, with 17% from Pennsylvania, 12% from North Carolina and 4% from Maryland.

According to recent survey information, nearly half of the respondents were ƒ Baby Boomers (1946-1964) 46%, ƒ Millennials (1983- ) 14% ƒ Gen X (1965-1982) 20% ƒ Silent/GI (1905-1943) 20%

• Nearly three quarters of respondents are not familiar with Old Point Comfort. About two-thirds are not familiar with Fort Monroe.

7.3.5 Positioning

All marketing begins with a positioning statement that explains the organization’s purpose and clearly outlines the benefits that make it a one-of-a-kind place. Positioning tells the outside world what the site has to offer. Externally, all who come in contact with Fort Monroe should instantly understand what makes it unique.

There needs to be a positioning approach that pulls Fort Monroe into its future. The key to good marketing is a brand that captures the imagination of all the target audiences: the resident, visitor and office/retail community.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 137 There are principles to a strong property brand; it must spark the imagination and inspire a desire to “be there”. It must have a simple, uncluttered image. It must promise an experience to fulfill the human exploration for beauty and uniqueness in an increasingly cookie-cutter world. It must tell a story and communicate a lifestyle. It should entertain and create a narrative in the mind of the viewer. Perhaps most of all, it must be memorable and enduring. The brand decision is complex and deserves much thought. It should be a uniform brand that encompasses leasing and tourism. The brand must communicate a lively seaside residential community and tourism destination.

To add power to the brand, it must showcase the real estate and historic/recreational programs under one logo that represents the full range of offerings at the site: a place to live, work and visit.

7.3.6 Positioning Outcomes

ƒ Awareness Fort Monroe is open. ƒ Brand is known and associated with quality and a sense of place. ƒ Visitor’s Center and directional signage make visitors feel welcome. ƒ Residents appreciate family-focused community events, outdoor parties, recreational and historic programming and volunteer programs. ƒ Residents appreciate the resident-only events and a lifestyle that includes some fun. ƒ Residents and visitors feel they have personalized communications through social media outlets, including Facebook, Flickr, Twitter, blogs, etc. ƒ Fort Monroe is known for unique office space. ƒ Awareness in Hampton Roads region of Fort Monroe as a place to recommend to visitors. Locals would be familiar with both recreational and historic programs for schools, individual visitors, and group tours. ƒ Awareness of the site as a place to book events, weddings, family gatherings, etc.

7.3.7 Elements of the Marketing Mix

ƒ Product – A tangible object or an intangible service. ƒ Price – The price is the amount a customer pays for the product. It is determined by a number of factors including market share, competition, material costs, product identity and the customer's perceived value of the product. The amount of visitors gained may increase or decrease based on the price/fees charged to access the visitor experience. ƒ Place – Place represents the location where a product can be purchased. It is often referred to as the distribution channel. The Visitor’s Center will have a store and we also need a virtual store on-line. . ƒ Promotion – represents all of the communications that may be used in the marketplace. Promotion has four distinct elements: advertising, public relations, word of mouth and point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together. ƒ Advertising covers any communication that is paid for, from commercials, radio and Internet adverts through print media and billboards.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 138 ƒ Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. ƒ Word of mouth is any informal communication about the site by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and public relations. ƒ Point of Sale is the place where products are displayed.

7.4 Marketing Research

Strategic implications of the Visitor’s Survey can be summed up simply; Fort Monroe is not familiar to potential residents, or to potential tourists living in Virginia and the nearby states of North Carolina, Maryland or Pennsylvania.

The Southeastern Institute of Research outlines challenges that must be overcome:

Trip Behaviors: How many trips and where do you go? • Respondents take at least two trips a year typically to the beach. • They travel by car for at least a long weekend where they stay in a hotel, motel or with friends/family.

Most heard of sites in Hampton Roads and most visited? • Virginia Beach, Williamsburg and Busch Gardens are the most heard of and visited locations in the Hampton Roads area. • Locations are typically visited in one day or less with the exception of Virginia Beach and Williamsburg.

Heard of Fort Monroe or Old Point Comfort? • Few have heard of Fort Monroe or Old Point Comfort and even fewer have actually visited either of these sites. • Survey reveals the people who have heard of Fort Monroe are 64 and older. • Boomers and Silent/GI, do not have children in the home, are more likely to have heard of Fort Monroe or Old Point Comfort. • Nearly three quarters of respondents are not familiar with Old Point Comfort. • Familiarity is much higher with Fort Monroe than Old Point Comfort. • Even fewer have actually visited either Fort Monroe (19%) or Old Point Comfort (6%)

Would you visit Fort Monroe? • Respondents are interested in visiting Fort Monroe in combination with other sites. • However, they are less interested in making Fort Monroe a base from which they take day trips. • When respondents were asked what name they prefer, more than half said Fort Monroe at Old Point Comfort.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 139 • Close to a third said Fort Monroe while only a handful said Old Point Comfort. As respondents are more familiar with Fort Monroe it seems necessary to focus on the Fort Monroe persona the most. • Respondents like the combined name more as it seems that it can appeal to more people and encompass the site best.

7.4.1 Hampton Roads Tourism-Economic Impact

Beginning in 2003, the Virginia Tourism Corporation (http://VATC.org) began collecting data on tourist expenditures and travel related employment by region in Virginia.

Tourists in Hampton Roads spent approximately 3.8 billion dollars in 2008. The estimate of direct travel related employment in 2008 was 40,384 jobs. Source: Virginia Tourism Corporation

An interesting phenomenon recently has been the shift in hotel revenue shares. Virginia Beach continues to lead the way in the region with Williamsburg second. However, other localities in Hampton Roads, have gained share while Williamsburg has lost some share over the last 10 years.

7.5 Marketing Strategies and Tactics

ƒ Communicate the site will be open in the fall of 2011 with a campaign to begin January, 2011.

ƒ The first-stage of marketing should introduce a brand.

ƒ Develop advertising that builds real estate leasing, and audiences for events and public programs

ƒ Develop a budget for events with sponsorships to market partner events.

ƒ Introduce special events to attract regional traffic to the site. The “Fourth at the Fort” should be maintained as an annual event. A spring outdoor recreational event, a summer kick-off for historic programming, a fall sports event, and a holiday food ways event will showcase the resort industry.

ƒ A series of resident-only events should be scheduled to create a lifestyle that includes some fun. To be promoted with social media, like Facebook, Twitter, Flickr, blogs, etc.

ƒ Begin with a calendar from both the real estate leasing programs and public programs to give a framework to schedule activity. A calendar is the first step to planning programs because it takes time to build awareness of activities for the visitor.

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ƒ Communicate merits of visitor attractions with both recreational and historic programs for schools, individual visitors, and group tours with on-line advertising on state historic and visitor sites.

ƒ Make design changes to the Web site by July 2010 to signal a transition from a public information role to a marketing/management role, with the advent of the name change to Fort Monroe Authority. . ƒ Combine highway billboard advertising with display ads in regional tourism publications, online sites, and the state travel guide. This will provide the repetition in advertising that is needed to gain a response.

ƒ Begin an awareness campaign with billboard advertising. The increased visitor traffic should help drive real estate leasing because it will get the word out that the site is no longer restricted to military use. It may take three to five years to establish awareness that Fort Monroe is open to the public. Reserve billboards on I-64 for a campaign, to begin advertising in January 2011, which will create awareness and encourage visitors to leave the freeway and stop at Fort Monroe while traveling to/from the two Hampton Roads sites that have the highest visitation: Colonial Williamsburg and Virginia Beach.

Example of billboard message.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 141 7.5.1 Tools to implement strategies and tactics:

ƒ Brochures A brochure—historic sites/map with all the historic markers, outdoor interpretation panels, locations of historic events, etc. Quarterly events brochure with maps/event details/contact information. A brochure on how to book a private event at Fort Monroe, rates/rules, etc.

ƒ Contests Essay contests about important moments in history with prizes in partnership with local libraries, books stores, and city schools. A photos contest both historic photos and “Best Shot of the Month” contest ƒ Coupons Point of Purchase product displays—purchase of product includes entry without paying conservation fee. ƒ Direct Mail A series of four seasonal post cards announcing the programs available mailed to local zip codes-bulk mailing. ƒ E Mail Build a Friends of Fort Monroe e-mail list via introduction of a website and Facebook page. Build a visitors e-mail list by offering a free photo—taken at Fort Monroe Visitor’s Center that will be e-mailed to the visitor. ƒ Events Summer-Fourth at the Fort, Fall-Civil War, Winter-Christmas Holiday Event, Spring-Birding & Bay event, ƒ Flyers Create monthly flyers announcing happenings on the Fort and news items of interest to visitors as handouts from the Visitor’s Center. ƒ Frequent Visitor Programs Groups of people holding an annual pass and volunteers need special attention. Fort Monroe will need an acknowledgement program that builds relationships with frequent visitors and volunteers by seeking their opinions and holding preview events in advance of the introduction of new exhibits. ƒ Give-away promo items This is a tool to get visitors to give feedback via simple surveys with a give-away as the incentive. ƒ In-store signage/displays On-site and off-site signage/displays, like airport displays and convention center displays to encourage visitation. ƒ Internet Social Media, Photo Contest, YouTube contest, links to other history sites. ƒ Maps Map of the historic markers, visitor attractions, rest rooms, places to eat, museums, Visitor’s Center, neighborhoods, etc. ƒ Networking

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 142 Plan a series of “introduction parties” with key business groups, like the membership of the Hampton Roads Partnership, HR Economic Development, and the hospitality community. ƒ Newsletters Quarterly newsletters online and printed. ƒ Outdoor Signage Develop a system of four billboards on I-64 targeted for both east and west bound traffic announcing the opening date. Develop a system of directional signage in Hampton and within Fort Monroe to be implemented as soon as possible. ƒ Personal Contact Invest in a contact system for the Visitor’s Center, so communication can continue with those who have visited site. ƒ Personal Letters Request testimonial letters from key historic groups/leaders that recommend a visit to Fort Monroe. ƒ Product Packaging Develop a merchandising program to control the name/logo and to profit from products sold at the Visitor’s Center store. ƒ Point-of-purchase displays Rack Card talking about sites to visit on Fort Monroe. ƒ Public Relations/Publicity A continuing campaign of new news about public programs, VIP visits, etc. ƒ Relationship Selling Offer rewards for referrals or group bookings. ƒ Seminars Learn to be a guide at Fort Monroe, teachers programs, step-on guides for bus tours, etc. ƒ Social Media Develop a Facebook page, Twitter, and visitor blog, to add presence on the web. ƒ Sponsorships Most of the events will be sponsorship supported. Develop a program for sponsorship acknowledgement. ƒ Stunts Ghost tours, ghost sightings, character visits from famous people. ƒ Yellow Pages Fort Monroe Visitor’s Center, Museums, restaurants, etc. In the yellow pages ads should all include the Fort Monroe brand to build awareness.

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 143 PART 8: POTENTIAL FUNDING SOURCES

This is a partial list of funding opportunities.

8.1. Urban Circulator Program

Funding Agency: Federal Transit Administration (FTA)

Contact info: http://www.fta.dot.gov/grants_financing.html

Program: The Federal Transit Administration (FTA) is making available $130 million in unallocated Discretionary New Starts/Small Starts Program funds, authorized by 49 USC § 5309 (as amended by Section 3011 of the Safe, Accountable, Flexible, Efficient, Transportation Equity Act: A Legacy For Users (SAFETEA-LU), Pub. L. 109-59, August 10, 2005). FTA may use additional Section 5309 Capital Investment discretionary funding that becomes available for allocation to further support this initiative.

8.2. Watershed Programs

Funding Agency: Chesapeake Bay Gateways Network

Contact info: http://www.baygateways.net/grants.cfm

Program: Through the Gateways Network Financial Assistance Program, the National Park Service provides financial assistance awards for projects that advance Chesapeake Bay Gateways Network goals. These awards help enhance the public’s ability to access and explore the Chesapeake Bay’s natural and cultural resources, learn about and enjoy the Bay’s special stories and significance, and become involved in Chesapeake stewardship

Funding Agency: Chesapeake Bay Trust Programs – Watershed Partnerships

Contact info: http://www.cbtrust.org/site/c.miJPKXPCJnH/b.5368633/k.BDEA/Home.htm

Although a Maryland based program, the resources identified by the Bay Program and its partners identify multiple grant opportunities to help fund restoration projects of all sizes for the Chesapeake watershed.

Programs include - GRANTS:

• The Chesapeake Bay Stewardship Fund is a partnership between the Bay Program and the National Fish and Wildlife Foundation to strategically invest in conservation actions to restore the Bay. Grant opportunities include Small

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 144 Watershed Grants, Targeted Watershed Grants, Conservation Innovation Grants and Innovative Nutrient and Sediment Reduction Grants. • NOAA Chesapeake Bay Watershed Education and Training (B-WET) grants support Chesapeake watershed environmental education programs and professional development for teachers on Bay-related environmental topics. • The Chesapeake Bay Trust offers nine individual grant programs to support Chesapeake restoration and protection activities in Maryland. • The U.S. EPA lists RFPs, tools and funding opportunities for watershed protection projects by watershed organizations and state and local governments. • NOAA Restoration Center grants provide funding to restore habitat for coastal and anadromous fisheries.

Funding Agency: Chesapeake Bay Funders Network

Contact: http://www.chesbayfunders.org/site/c.cdJDKONsFmG/b.2469631/k.27F8/Chesapeak e_Bay_Funders_Network.htm

Programs: The Chesapeake Bay Funders Network (CBFN) is a funding collaborative dedicated to improving the capacity within communities to initiate and sustain change necessary to promote and protect the health of the Chesapeake Bay. CBFN is a goal- oriented organization that fosters opportunities for funders to pool resources and work together on shared interests in the Chesapeake Bay watershed. It allows grantmakers to network, exchange information and collaborate to protect and restore the health of the Chesapeake Bay and its watershed.

8.3 History Programs

Funding Agency: The Teaching American History Grant

Contact: http://ed.gov/programs/teachinghistory/index.html

Programs: The Teaching American History Grant program is a discretionary grant program funded under Title II-C, Subpart 4 of the Elementary and Secondary Education Act. The goal of the program is to support programs that raise student achievement by improving teachers' knowledge, understanding, and appreciation of American history. The program supports competitive grants to local educational agencies. The purpose of these grants is to promote the teaching of traditional American history in elementary and secondary schools as a separate academic subject. Grants are used to improve the quality of history instruction by supporting professional development for teachers of American history. In order to receive a grant, a local educational agency must agree to carry out the proposed activities in partnership with one or more of the following: institutions of higher education, nonprofit history or humanities organizations, libraries, or museums. The Teaching American History Grant program will support programs to raise student achievement

Fort Monroe Interpretive Master Plan Technical Support Manual June 24, 2010 Interpretive Solutions, Inc. 145 by improving teachers' knowledge, understanding, and appreciation of American history. Grant awards will assist local educational agencies (LEAs), in partnership with entities that have extensive content expertise, to design, implement, and demonstrate effective, research-based professional development programs. By helping teachers to develop a deeper understanding and appreciation of American history as a separate subject matter within the core curriculum, funded programs will improve instruction and raise student achievement. The goal of this program is to demonstrate how school districts and institutions with expertise in American history can collaborate over a three-year period to ensure that teachers develop the knowledge and skills necessary to teach traditional American history in an exciting and engaging way. Through these projects, districts will demonstrate comprehensive professional development approaches for providing high-quality American history instruction.

In the 2010 federal budget, TAH grants accept 60-month proposals for approximately $1.7 million awards. By working closely with area school divisions, including Hampton City and Newport News, we envision Fort Monroe as a central partner in future applications. This funding would then stimulate the programming and design of teacher institutes both during the academic year and the summer months.

NOTE: In 2010, Gilder Lehrman Institute has designed and proposed a week long course of study in southeastern Virginia for a group of teachers. Focused on Fort Monroe and its place in American history, this itinerary can serve as a realistic and replicable model for future teacher institutes as well as the value of partnerships on a national level.

Funding agency: The National Endowment for the Humanities

Contact http://www.neh.gov/grants/index.html

Program: NEH is an independent grant-making agency of the federal government. As part of the NEH’s We the People program, grants are available called Landmarks of American History and Culture Workshops for School Teachers. Workshops provide the opportunity for K-12 educators to engage in intensive study and discussion of important topics in American history and culture. These one-week programs give participants direct experiences in the interpretation of significant historical and cultural sites and the use of archival and other primary evidence. Landmarks Workshops present the best scholarship on a specific landmark or related cluster of landmarks, enabling participants to gain a sense of the importance of historical places, to make connections between what they learn in the Workshop and what they teach, and to develop enhanced teaching or research materials.

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