Cornwall’s Gardens

The ‘Garden Capital of the World’ is often how Cornwall is thought of throughout the world. Cornwall enjoys the power of the Gulf Stream with its temperate climate of warm summers, mild and wet winters which in turn allows exotic and rare plants to thrive.Where else can you find so many gardens with history dating back to the Iron Age? As long ago as the early 19th century Cornish gardeners were part of the Victorian plant hunters who collected exotic plants and seeds from all around the world.That gives us what we have today: over 60 fabulous gardens to explore with lush vegetation and sub-tropical theatres of colour brimming with exciting, rare and beautiful plants. Cornwall’s gardens are found in our magnificent Castles, Manor Houses, grand Farm Estates, Mill Houses, sheltered valleys, high up on blustery moorland and nestled in woodland and seaside gardens which meet the turquoise hues of the water’s edge.Cornwall’s gardens are so diverse as they vary in size from small and intimate to acres of rolling countryside. Some with enchanting lakes and a Victorian boathouse to water gardens with tree ferns, rhododendrons, camellias and magnolias. Others have walled gardens and manicured lawns to the newest of all two magnificent Biomes filled with magic from around the world.All around Britain you will be hard-pressed not to find a ‘Veitch’ plant or one derived from their nurseries. The Veitch family sent many collectors all over the world to bring back seeds and plants. These included two Cornish brothers, William and Thomas Lobb. William Lobb died in San Francisco in 1864 but his brother Thomas lived in Devoran until his death in 1894.In the East of Cornwall Mount Edgcumbe have The Earl’s Garden with ancient and rare trees including a 400-year-old lime. The Formal Gardens are found in the lower park and were created over 200 years ago in English, French and Italian styles. Cothele tells the story of the Tamar Valley and Antony was recently used as a backdrop for the film Alice in Wonderland. Also in the East is Ince Castle which overlooks the River Lynher. The garden enjoys woodlands filled with rhododendrons, camellias and magnolias, vibrant shrubs and formal gardens. Pentillie Castle’s gardens are only open on specific days and their orchard was replanted with old Tamar Valley varieties of apple and cherry.The South is awash with fabulous gardens which proves how sheltered this coast is in Cornwall and many are overflowing with collections of Cornish rhododendrons, camellias and magnolias. We can start with Hidden Valley Gardens, Near Par. These gardens won the Cornwall Tourism Silver award 2010 for small visitor attraction. Tregrehan is a large woodland garden and is home to the Carlyon family since 1565. The Pinetum Park and Pine Lodge Gardens, Near St. Austell is a 30-acre paradise with over 6000 labelled plants. Ray and Shirley Clemo travelled the world collecting seeds and plants for this garden and a pair of black swans have made it their home.

The Lost Gardens of Heligan at Pentewan have been voted Britain’s finest garden and has scooped the title in the Countryfile Magazine Awards 2011. Celebrating 21years since Heligan’s Lost Gardens were discovered, this beauty provides 200 acres to explore. Discover the Northern Garden, the Jungle, the Wider Estate and the Horsemoor Hide and Wildlife Project.Next on our list would be Caerhays Castle Gardens which is situated in a valley above Porthluney Cove. A horticultural treasure covering 100 acres of woodland gardens and holder of the National Magnolia Collection. Lamorran at St. Mawes is a Mediterranean-style garden with sea views over Falmouth Bay. History says that it is the most Northerly Palm Garden in the world. From Lamorran you can see the lighthouse at St. Anthony’s Head. St. Just in Roseland has a 13th century church and is set in a sheltered sub-tropical riverside garden filled with magnolias, azaleas, bamboos and giant gunnera. Trelissick Garden at Feock was planted 200 years ago and has views down the Falmouth estuary. It has year-round plant colour, an orchard, woodland walks and an art and crafts gallery. In the autumn 300 varieties of apples will be on display in the Georgian stables. Enys Gardens at Penryn is one of Cornwall’s oldest gardens dating back to 1709. Penjerrick at Budock Water is unspoilt with historic and botanic interest; relax among tree ferns and hidden paths.Moving on down the coast to Mawnan Smith is Trebah and Carwinion, these are gardens with great historic interest. Trebah is on the North bank of the Helford River and in this garden you can wander among giant tree ferns and palms. Carwinion has a renowned collection of bamboo and has 14 acres of tranquil gardens. Glendurgan lies in a sub-tropical valley running down to the Helford River. Have fun in the 180 year-old cherry laurel maze and wander through the garden and down to the hamlet of Durgan. Potager is a new organic garden and is close to Constantine, five miles from Falmouth.Down the coast further to Cornwall’s Lizard Peninsula, Bonython Estate Gardens has an 18th century Walled Garden, a potager garden, an orchard of Cornish variety apple trees and woodlands. Bosahan at Manaccan is again close to the Helford River enjoying the Cornish microclimate and described as “the most Cornish of all Cornish gardens” in The Gardener magazine in 1909! Trevarno Gardens are the ‘Jewel in the Crown’ of their estate with a magnificent 70 acres. Several interesting features include a Serptentine Yew Tunnel and the production of organic skincare products and soaps. Carleen Subtropical Gardens are open by appointment only and are home to collections from South America, Mexico, Central and South Asia, Australia, New Zealand, Southern USA and the Mediterranean. The Hardy Exotics Garden Nursery at Whitecross, Near Penzance can create “Barbados in Birmingham” – “Mauritius in Manchester” and “Hawaii in Hertford”.Now we come to the beautiful St. Michaels Mount, walk across the causeway at low tide or travel by boat at other times. These gardens are steep but thrive in the shelter of the granite cliffs and you will find exotics from Mexico, Canary Islands and South Africa. Tremenheere Sculpture Gardens is a wonderful valley setting with St. Michaels Mount in the background. The National Trust owns Trengwainton and this historic garden is home to banana plants and enormous echiums. Finally in this part of Cornwall is Penberth which has 5 acres and is a natural valley garden incorporating sea views.Now we move on to North Cornwall which is a more rugged coast fronting the Atlantic. Our first port of call is the Japanese Garden and Bonsai Nursery in the beautiful Lanherne Valley at St. Mawgan. Just 1.5 acres but includes Water Gardens, Stroll Garden and a Zen Garden inspired by the East. Moving on up the Coast to Padstow we find Prideaux Place that has 40 acres of landscaped grounds and a deer park overlooking the Padstow estuary and the River Camel. Last but not least on this coast is Longcross Victorian Garden at Trelights, Port Isaac. This is 4 acres and gives a fine example of coastal gardening and hedging with views towards Port Isaac and Port Quin.Cornwall has some more fine gardens that are a bit more inland than the others we have mentioned before but when you are in Cornwall you are never more than sixteen miles away from the coast at any time.The 4 acres at Ken-Caro, Nr. Liskeard is another garden with a woodland walk, magnolias and rhododendrons, small but beautiful and set high above Bicton Manor Woods. Another one in the same area is Moyclare established in 1927 in 1 acre and arranged around the house. The broom “Moyclare Pink” and the astrantia “Moira Reid” originated in this garden. Pencarrow is a garden of 50 acres and this is where the Monkey Puzzle tree got its name. In this garden you can even walk on the grass! If you like one of the plants you will probably be able to buy a cutting from it. At Pinsla Garden, Cardinham there is something for everyone, an idyllic haven, and a hideaway full of secret paths with hazel arch and fantasy garden created by garden artists.Moving on once again to the National Trust owned Lanhydrock, a garden for walkers and a historical garden that has a woodland of 1000 acres. Boconnoc at Lostwithiel bas a beautiful spring garden and has camellias and azaleas from the 1850 original planting. These gardens are only open for the Spring Flower Show and Sunday afternoons during May. Trewithin close to Grampound means ‘house of the trees’ and has 30 acres of woodland gardens and more than 200 acres of surrounding parkland. The horticulturalist George Johnstone, who inherited the house in 1904, cultivated many of the seeds that came from abroad thus ensuring the reputation that Trewithin has today. Trewithin is an unforgettable garden gem.Next is the Eden Project close to St. Austell which is the newest of all our Cornish gardens. Created from a disused china clay pit in the year 2000 and the site opened on 17th March 2001. Two Biomes, one Tropical and the other Mediterranean are both constructed from a tubular steel space-frame clad in thermoplastic ETFE. At Eden you can travel around the world in a day!

At Bosvigo on the outskirts of Truro an awkward wing of the house was demolished and using stone from the house the walled garden was created. This left a 100-year-old Victorian Conservatory standing. All the plants that are for sale in this nursery are growing in the Gardens. Burncoose at Gwennap is a 30 acre woodland garden and has achieved gold medal displays at Chelsea and Hampton Court flower shows. The Nursery stocks a wide range of shrubs and herbaceous plants. Back up the coast we find Trerice, three miles from Newquay, which is a 6 acre garden but there is still space to find seclusion at any time of the year. The National Trust has owned this garden since 1953.Finally, we cross the water and arrive on the beautiful Isles of Scilly and then head for the Abbey Gardens on Tresco. This amazing sub-tropical garden is home to species of plants and trees from 80 countries ranging from Brazil to New Zealand and Burma to South Africa. The building of tall windbreaks ensures any inclement weather is forced up and over the walled enclosure. The terraces at the top are hotter and drier than the ones below which give more humidity. In 1990 hurricane force winds created dreadful damage to the shelter belts and the loss of many plants but the shelter belts and garden are now restored and looking ‘better than ever’. This is one that you should not miss.Many Cornish gardens belong to the National Gardens Scheme who publishes The Yellow Book each year which is a guide or ‘bible’ to garden visiting. Most of these gardens are privately owned and only open on specific days.Lots of our gardens have tremendous interest in the Autumn such as Ellis Gardens at Polyphant, Wave Cottage at Lerryn, Half Acre at Boscastle, Primrose Farm at Skinners Bottom and Kennall House at Ponsanooth. The Homestead close to Helston is 7.5 acres and has a Wildflower Wood with over 1000 trees and a further 800 trees for a shelter and wildlife habitat.There are of course many more gardens in Cornwall, many of them small but beautiful and a lot of our gardens are Dog Friendly. So don’t leave part of the family at home, bring them along as well. It would be wise to check first with the garden you are intending to visit just to make sure that it is ‘dog friendly’. Some of our Cornish gardens are more accessible than others so again if part of your group is less agile check with the garden to make sure you will enjoy your visit.For more information on our Cornish Gardens most of them have their own website which will give you opening days and times, how to get there, what facilities are available and ticket costs.

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The Role of Change Management in Successful Information Management Solutions

IntroductionImplementation of Information Management solutions necessarily brings change to any organization. Business practices, role and relationships all affect the way in which people work and interact on a day-to-day basis. Whether the driver for implementation is for productivity, compliance or risk reduction there is always the need to consider what impact there will be on user communities.Document and records management practices in organizations are not often front-of-mind for most managers and employees and asking them to think about information in a different way or even at all, as a corporate asset requires a fundamental mindset change. This will take many employees out of their comfort zone, impact on their confidence and competence to perform the work and creates a situation where individuals can sense a loss of control in their work context.It is natural that most people initially react with caution with concerns about their future, security and where they will fit in to a new order of things. In any group there will be 10% who are excited by the prospect of change and at the other end 10% who will resist change regardless. This means that there are 80% who can be influenced one way or the other.The successful implementation of an information management system extends far beyond the design and implementation. It extends beyond the support and operation. Effective information management requires a fundamental mind-shift by stakeholders and everyone in the organization that relies on information in their work activities. This shift needs to be carefully executed to create a requisite culture in which information is appropriately and thoroughly managed as a key organizational asset.What is Change Management?Change management is the art of influencing the majority to positively accept and commit emotionally to the change. Many of the issues arising as a response to change can be real or perceived and are closely related in a cause and effect network. Either way, they need to be addressed to avoid resistance or rejection of the change. This requires a combination of communication, understanding, mentoring, coaching and general support with the aim of building trust. It is from this position of trust that the task of building the work culture required for successful information management begins. The ’4 Cs’ of change management help us think about the change from an effected user point of view.Comfort People are creatures of habit and develop patterns of working within a comfort zone of daily activities.Control Changed practices may cause a loss of control over daily routines and activities. This may come through changed reporting lines or responsibilities which can evoke a level of discomfort.Confidence The introduction of new practices may undermine employee confidence in their ability to perform. Some may see this as challenge, for others it can be stressful. Often the introduction of computer equipment is something that can be discomforting. Some people, particularly older workers may have no experience with computers and can cause self doubt over their abilities to learn the new skills required.Competence To be able to operate in a changed work environment there is always an element of re-skilling required. This necessarily means that current skills, often developed over an extended period of time will need updating or may become redundant. This uncertainty can impact on an employee’s competence and ability to perform.The management of the complex web of responses, issues and perceptions requires focused attention. The skills of a change manager are built on an understanding of human behavior and the change manager’s role is to assist people to understand the change and what it means in personal terms and has been proven to be a significant success factor in building Information Management capability.Why is Change Management important?As volumes of information inevitably grow and our regulatory obligations increase amid the ongoing business pursuit of productivity, we cannot afford to waste the opportunity to exploit the benefits of information management solutions.Studies repeatedly show that a key risk in the success or failure of information management solutions is stakeholder resistance to change. Through an investment of time and effort in preparing the user community for the coming change the chances of resistance are lowered. In short without a disciplined approach to managing stakeholders through the change then realization of anticipated benefits is put at risk. This has impact on business productivity, staff moral and the bottom-line. So it would seem logical for us to deploy our information management solutions in the most effective manner.Some common Change Management pitfalls of an IM solution implementation

We are seeing an ongoing consolidation of the information management vendor community and a subsequent convergence of the underlying technology. There is a growing recognition by organizations that an information management capability is needed. Further, audit activity frequently highlights any shortfalls in performance and organizations react accordingly.The selection of an information management solution is an important corporate investment and common pitfalls addressed by change management include:Focus on TechnologyIgnoring the emotional needs of users in the rush to get the technology in place can create a real project risk. Many organizations with an information management solution already in place experience a negativity of opinion towards the system. Often the cause of this perception can be traced to an initial technical implementation focus that neglected the needs of those who consequently struggled to apply new functionality in their work activities. An effective change management approach including awareness building and communication can turn this perception around.Recognition of the Business importance of InformationThe low profile that information management has in most employees’ minds can be an issue. We are all busy and in the scheme of things ‘filing’ is not front-of-mind for the majority of employee’s striving to keep pace with everyday work pressures. Document management and filing, can fall down the priority list partly because of work pressures and partly because of limited awareness and can be seen one of the things that ‘should’ be done’ rather than something that ‘must’ be done.Organizations recognising the business value of information as an asset can then raise awareness of its importance and manage it accordingly. An increased awareness of this importance should also influence the planning of information management system deployments.Business Case and BudgetThe business case for information management is focused on risk, mitigation, and productivity. However; many benefits are intangible and have an indirect impact on the bottom line. Unfortunately associated costs are very tangible and visible.Consequently, there are challenges in the development of the business case as it can fail to excite the financial fundamentalists who view the whole undertaking in terms of an unavoidable cost that must be minimized. For the uninformed, change management activities can be seen as non-essential and result in budgets being set to minimise cost adding to the risk of failure.Although not unique to Information management implementations these above factors can create significant project risk. Change Management techniques are designed to address the human behavioral issues that can adversely impact on project success and as such, are a necessary inclusion in any deployment activity.What are some Change Management best practices for an IM solution implementation?When it is apparent users are not participating in Information Management practices an objective assessment can identify a way forward that is usually cost effective and will meet organizational needs within a much shorter timeframe. This assessment must take an independent and holistic view of the situation from multiple perspectives.This assessment must identify the root causes of any associated issues and develop a clear strategy to build the information management capability required. There are a number of common elements that have emerged as issues with information management implementations that have nothing to do with the incumbent technological tool and the strategy developed must consider how these are to be addressed.The capability assessment framework enables organizations to holistically assess information management practices and to identify improvement opportunities that will build capability. This is achieved by benchmarking current organizational practice against best practice in each of the dimensions of the framework. The best practice benchmark criteria in the framework have been identified through experience with multiple organizations across industry sectors and geographies, and are augmented through industry collaboration and global academic research outcomes.The dimensions of information management identified in the framework are defined as follows.StrategyBest practice organization’s should have a clear strategy relating to its management and use of information The strategy clearly defines the content and structure of the information, how it is to be governed and applied to support the primary business strategy.ContentWe can assume that most organizations have the information content that is required to manage their business. If this is not the case then it is difficult to envisage the organization operating successfully or at all. However, most organizations suffer from an ad-hoc approach to the management of this important asset. Best practices relating to managing this content start by having an inventory of the content, a consistent architecture governing naming conventions, taxonomy, where content is held, how content is held, i.e. hard copy soft copy formats and who can access what categories of information.ProcessDue process governing how information is created, stored, accessed and communicated is fundamental to the governance of enterprise information.Governance is the combination of processes and structures implemented at management level to inform, direct, manage, and monitor the information management activities of the organization. This consists of clear policy, procedure and business rules guiding information management practices. These must be developed in context of the organization’s business activity and be clearly communicated to stakeholders.Information management governance also includes the development of business classification schemes, taxonomy, naming conventions and rules governing the creation, storage, protection, communication, sensitivities, use and appropriate destruction of information.CultureThe manner in which information is treated and perceived in an organization is reflective of organizational culture. Best practice organizations have clear understandings and norms recognising the importance of information as an asset. This mindset needs to be pervasive across the organizational culture and is fundamental to induction and staff development initiatives.Change management during information systems implementations is a clear best practice aimed at creating the cultural awareness and mindset required.RelationshipsOrganizations operate within a network of relationships with stakeholders. These stakeholders include customers, suppliers, regulators and industry bodies. Best practice organizations have clear understanding and service level agreements with other stakeholders in order that corporate record keeping obligations are met and to ensure information is shared appropriately and to the level required to maximize efficiency.ServicesThe application of Information as an asset is fundamental to the services or products offered to the market place. Best practice organizations embed value-adding knowledge and information into services to maximize attractiveness and utility. Corporate discipline ensuring the validity of information shared is necessary to mitigate risk of non-compliance and avoid potential litigation.TechnologyInformation technology is fundamental to the management of the information asset. Clear and consistent architectures, data and information structures, security and operational tools indicate a mature approach to information management. Best practice organizations have clearly defined architectures.Change Management Best PracticeThe capability assessment framework facilitates benchmarking against specific best practice indicators. The absence of any of these indicators provides an opportunity for the organization to improve. Over and above these specific indicators the following themes have emerged as overarching best practice in change management as information management capability is developed.GovernanceAs discussed above governance is the combination of processes and structures to inform, direct, manage, and monitor information management activities. This includes effective record keeping practices. It is important that organizations develop governance practices as early as possible in implementation projects. This often means putting governance in place prior to specification, selection and deployment of a technology solution. This has a double benefit. Firstly: stakeholder’s become familiar with information management expectations and the requisite culture begins to develop; and secondly; the organization gains the opportunity to refine its governance structures prior to full deployment.Information Management SystemThe selection of an enabling information management technology to meet performance and functional requirements should follow a diligent approach. It is best practice for selection criteria to consider wider information management architectural needs. The functional richness of available solutions can allow the retirement of duplicative products providing islands of functionality. Workflow or WebPages are common examples of these islands where products have been acquired for a single one-off purpose and are unable to integrate with core applications. Once configured and deployed the new infrastructure can provide the opportunity to create an integrated technology architecture thereby reducing support cost.PilotsThere are many examples of high cost, high-profile failures in the information technology industry. Often this can be traced to over-ambition and a big-bang approach to deployment.Implementation of Information Management capability within well defined scope delivered in incremental steps provides many benefits. Primarily incremental implementation through a series of pilot deployments allows adaptation of the solution based on real experience before attempting to conquer the world. Many organizations are benefiting from the adoption of this approach.

User FocusThe inclusion of change management activities focused on preparing stakeholders to take on the reformed work practices mitigate against risk of stakeholder resistance. This involves considering the emotional needs of all stakeholders to ensure that they feel in control, are comfortable and have the confidence and competence to execute new work practices. For many stakeholders the learning of new skills and changed role and responsibility provides enhanced career opportunity.ArchitectureMost of the solutions available in the marketplace offer rich functionality to manage documents and content in a web-based environment. Full use of the functionality on offer can simplify the technical architecture and realize savings in licence and administrative cost further justifying investment.Change Management Roles and ResponsibilitiesThe change manager works very closely with stakeholders and it is important that relationships based on trust are established. The personal attributes of a successful change manager are empathy and patience. The role and responsibility of the change manager is focused on understanding stakeholder needs, building an awareness of the need for change and supporting these stakeholders as they transition to new work practices.Some key responsibilities for the change manager include communications, setting up reporting and communication channels, participating in business process reform, workshop facilitation, staff training, mentoring and awareness building. In short, any activity that interacts and prepares the user community to participate in reformed work practices.Regardless of the scale of undertaking information management projects require a change management capability. In large scale projects there may be dedicated change management resources. For smaller scale projects this role may be a part-time or shared responsibility. The change management role can in many instances be a shared role across the development. Sometimes this can be provided through a corporate change management function. Regardless of how the role is resourced it is essential that it is included.Many routinely conducted project activities such as workshops, interviews, training and presentations are in fact change management opportunities as these events they are interactions with stakeholders. They therefore present the ideal opportunity to develop the relationship of trust between the project team members and stakeholders.It is important to avoid the situation where contributing stakeholders feel as though they have been sucked dry for information by technical people. This can be avoided through the development of awareness of the importance of the project team/stakeholder relationship thereby maximizing the value of this contact time.Further, ‘champions’ can be identified from within the stakeholder community. This provides a critical change management input. As these champions are representatives drawn from the stakeholder community their roles can be a very influential and positive contributor to project success.SummaryResearch shows proves that higher levels of user acceptance and greater use of installed solutions are achieved when deliberate change management activities are included in the implementation work plan and life cycle. Best practice in change management is focused on the early involvement of stakeholders and on building a trusting relationship. Accordingly, leading organizations have recognized its importance and routinely allocate resources as projects are plannedFor most organizations there is the opportunity improve information management performance. A place to start is through a benchmarking assessment of information management capability against best practice to identify how to realize available benefits by learning from the success of others.This paper has emphasized change management and the resultant outcomes and opportunities as best practice. The selection of an information management solution is an important corporate investment. For those organizations considering implementation and for those that have current infrastructure in place, there is the real opportunity to maximize return on investment and to create a work culture that displays the requisite information management behaviours.