John B. Smith

Prediction is hard . . .

Especially about the Future

Continuation

What comes next, and beyond? The short answer is probably more of the same, but with expansion of both activities and topics. Most are educational, learning about the physical aspects of the ChicoryLane property. They may also be ecological, focused on recognizing and increasing the native plant species in local areas. An extrapolation of the enhancement methodology we developed and practiced will likely be extended to the more comprehensive Ecotope framework, working with landscape-sized (several to tens of acres) projects. We hope to apply this methodology to ChicoryLane, but it could take a decade to establish a baseline and is likely to be ongoing.

Aesthetic and contemplative activities will also continue. We have found that en plein air painting, drawing, photography, and writing are naturals. Different workshop leaders provide different takes on the place and how participants interact with it. We expect these activities to continue and to grow in their diversity – natural sounds (think the 3-dimensional sounds coming from a stream) would be a new one, or a soundscape with emphasis on birds, one might even eventually find a way to integrate lawnmowers into the soundscape in an interesting, more realistic mix; who knows? We have found that if we sit quietly at almost any spot on the property, within fifteen minutes or so, something interesting will happen. Something will catch our eye or ear. We will focus and then see or hear more. It often leads us somewhere in a chain of associations; an experience that can be restful, exciting, or deeply internal. The Japanese have a name for something like this – forest bathing,

We would also like to introduce a more extensive range of activities. An evening lecture by a notable person – like a Doug Tallamy, a David George Haskell, or a Chuck Fergus – followed by a day of practice and application. We can also imagine multi-day symposia, say a weekend assembly of a dozen or so individuals from varied backgrounds engaging an environmental or ethical issue in a relaxed natural setting. With expanded physical facilities, we can even foresee a residency program for individuals or small groups working on more extensive projects. These are examples of an unstated ethos that binds activities with place in an evolving, coherent, but ever-changing environment.

Inflection Points

As the Foundation ages, it will encounter certain points of change. It grew out of ideas that originated in part with the Smiths, and we must anticipate and prepare for a time when they are no longer a part of ChicoryLane. Successfully navigating inflection points will require close interaction between surviving Smith family members and the ChicoryLane Board. Eventually, the Board must become a comprehensive, self-sustaining supervisory and controlling entity.

Because of IRS regulations concerning Self-Benefit and Disqualified Individuals, close attention must be given to issues regarding ownership of the ChicoryLane property and the finances of the ChicoryLane Foundation. Board members, founders, families of both, and others are considered by the IRS to be Disqualified Individuals and may not receive Personal Benefits from the charitable entity. That is referred to by the IRS as Inurement.

Consequently, to allow the Smith family to continue to reside in the house on the property, ownership and all financial costs associated with maintaining and operating the physical property must remain their private responsibility. However, upon the death of the last of the Smiths, they wish to have title to the property and additional resources to operate it transferred to the Foundation. From that point, the Foundation will own and operate the property as well as carry out its previous activities.

There are different inflection points that arise when each of the four members of the Smith family dies and the order in which the deaths occur. The steps needed for each inflection point and possible sequences will be incorporated into the Smiths’ estate plan. The important point at this time is for the Board to be aware that these events are coming and to be prepared to work with the surviving members of the family and their attorney to accomplish eventual transfer. And, to be prepared to accept operational responsibilities for the physical property.

Deep Future

As the originating founders slip away, there can be no guarantee their earlier principles and aspirations will survive. Circumstances will surely be different. Ecology, being a dynamic system, will be different. Interests and activities will rise, fall, and change. Technologies will change. For ChicoryLane, an especially important instrument for continuity will be its Board of Directors. But that, too, will change with the individual members it can attract. A culture of engagement and competency, ideally centered in its Board, will emerge. How to foster such?

I am reminded of Martin Luther’s 95 theses nailed to the church door. Apocryphal or not, nailing a set of edicts to the ChcioryLane barn is an intriguing analogy. Following is a set of edicts that might underlie a possible ChicoryLane culture that could extend its values into unknown times:

1. The Land has intrinsic value
2. The Land has a right to exist
3. Human beings can help the Land become the best version of itself
4. Human beings may be in collaboration with the Land
5. Diversity increases robustness thereby benefiting the ecosystem
6. Balance guides diversity
7. Personal preference is motivational but subordinate to balance
8. Information and interest take precedence over aesthetics and personal preference
9. Boundaries are necessary
10. Solitude is essential

Scale

ChicoryLane could, of course, fail at any time and for any number of reasons. But if it does make it through the stages outlined here and persists as a viable, coherent enterprise, there may come a time and a set of circumstances in which its vision might be extended to other properties. How might it do so?

At its core, ChicoryLane is a set of values expressed in the edicts, above. These values may be applied to other physical locations. They are, perhaps, best suited for application to other conserved properties. Landowners of conserved properties, whether initial or subsequent buyers, are committed to certain conservation-based provisions. Each property will present different needs and different opportunities. There may be little similarity in their respective appearances, but an underlying coherence could evolve based on shared values and a similar feel.

We are reminded of the McMenamin enterprise, located in Oregon and Washington state. In 1983, brothers Mike and Brian McMenamin began acquiring a number of unused historic facilities, ranging from a county poor farm, to an abandoned elementary school, to an old art deco theater, and others. Each has been extensively remodeled in a style appropriate for its historic time and purpose. All have been turned into self-sustaining hospitality facilities, such as hotels, restaurants, esthetic and recreational venues, as well as breweries and distilleries. Each is different but all share an underlying style and sense of commonality emanating from an underlying set of values.

Whereas continuing the ChicoryLane property will, in and of itself, be an ambitious project, we can envision ways in which working with other properties could be beneficial. ChicoryLane will not have a commercial purpose; however, it might work out beneficial, cooperative relationships among a group of different, conserved properties that share a common set of underlying values and operate along similar ecologically-driven lines.

There are practical benefits of cooperation. One issue is scale. ChicoryLane has acquired an inventory of equipment. This equipment could be shared with other properties, say, in the Brush and Penns Vally areas, assuming appropriate cost-sharing arrangements. Similarly, ChicoryLane employs several part-time staff. Several properties with similar needs might employ a small, full-time staff to be shared. An additional benefit of such an arrangement would be shared knowledge and experience about operations.

If small cadres of cooperating sites in relative proximity to one-another were to evolve, they might turn out to provide considerable ecological benefit. Especially notable could be mitigating the decline of bird populations. We might call such arrangements islands of Cooperative Distributed Ecological Services.

It’s a lofty goal but a good end point to aim for.