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GROWING KEEP Strategic Plan 2010-2020 Approved by Board of Directors, December 8, 2009.

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Presentation on theme: "GROWING KEEP Strategic Plan 2010-2020 Approved by Board of Directors, December 8, 2009."— Presentation transcript:

1 GROWING KEEP Strategic Plan Approved by Board of Directors, December 8, 2009

2 Today Our New Strategic Plan The Details 1 2

3 The Gardens Board of Directors December 8, 2009 Thomas F. Aichele Andrew Armishaw Joseph Brickman Neville F. Bryan John H. Buehler Michael J. Busch Steven M. Bylina, Jr. Susan Keller Canmann Barbara Whitney Carr Robin T. Colburn Timothy C. Coleman Peter R. Crane John F. Cregan John V. Crowe Christopher A. Deveny James W. DeYoung Suzanne S. Dixon Peter M. Ellis Robert F. Finke Peter B. Foreman John D. Fornengo Thomas C. Freyman Dorothy H. Gardner Nancy Gidwitz Sue L. Gin James J. Glasser Ellis M. Goodman John K. Greene Joseph A. Gregoire William J. Hagenah Mark W. Haller Caryn L. Harris Mary Hill Edward Hines John L. Howard Thomas B. Hunter III Jane Irwin Joan M. Johnson Susan Keiser Posy L. Krehbiel Thomas E. Lanctot Donna LaPietra Eric C. Larson M. James Leider Benjamin F. Lenhardt, Jr. Laura M. Linger Josephine P. Louis Barbara A. Lumpkin Mary Ann S. MacLean Robert H. Malott Jeanne K. Mason Mary L. McCormack Jeanine McNally Edward Minor William E. Moeller Jane S. ONeil Jay L. Owen Homi B. Patel George A. Peinado Janet Meakin Poor John Edward Porter Susan L. Regenstein Anne O. Scott Sophia Siskel Kathleen Kelly Spear Harrison I. Steans Susan Stone Todd H. Stroger Pam F. Szokol Richard L. Thomas Howard J. Trienens Catherine M. Waddell Todd E. Warnock Wayne Watson Susan A. Willetts Nicole S. Williams Arthur M. Wood, Jr. LIFE DIRECTORS Marilynn B. Alsdorf William T. Bacon, Jr. J. Melfort Campbell Kent Chandler, Jr. Gary P. Coughlan Thomas A. Donahoe Francis C. Farwell II Ralph F. Fujimoto Florence S. Hart Pamela K. Hull Bill Kurtis Mary Mix McDonald Peter H. Merlin Ralph Thomas ONeil William A. Osborn John E. Preschlack Dain Searle David Byron Smith William P. Sutter Ernest P. Waud III

4 The Staff of the Chicago Botanic Garden December 8, 2009 Abbate, Carol Abrahamson, Lynn Affatato, Gina Alcala, Luis Alexiadis, Alexandra Allen, Ellen Alvarado, Blanca Anand, Rita Angell, Gail Ariza, Juan Jose Arkin, Kenneth Arreguin, Jose Arreguin, Marcela Arreguin, Salvador Ault, James Baca, Saul Bakakos, Laura Baker, Cynthia Ball, Stephen Banderowicz, Dolores Barak, Rebecca Barfield, Joshua Barker, Brian Basten, Scott Belding, Richard Bell, Andrew Benveniste, Marianne Best, Sunshine Bila, John Bilal, Jeelan Binkley, Kenneth Blackwell, Joshua Blackwell, Marcellus Bloom, Julien Bloomfield, Leonard Bochat, Darren Bolster, Richard Boudreau, James Boynton, Anne Breslin, Mary Brown, Joanna Brown, William Brunswick, Lauren Bryant, Johnny Bufford, Darnell Burns, Jacob Burton, Gail Busard, Margaret Bustamante, Alberto Byrne, Mary Caldwell, Roger Camacho, Carlos Canada, Rickey Cantwell, David Carlson, John Carlson, Robin Carroll, Benjamin Cashen, Judith Castanuela, Zina Castillo, Brian Cederberg, Sven Chapman, Ryan Ciaccio, Gloria Cinofsky, Morton Clair, Paula Clark, Brian Clark, Caroline Clifton, Nancy Coakley, Kelley Coirier, Cheryl Collins, Ashley Colvin, Cynthia Condon, Logan Cooke, Alexis Corkery, Denise Correa, Jared Creightney, Samantha Danon, Eva Davidoff, Jacki Davis, Ciera Delgado, Alberto Detlie, Gregory Dion, Daniel Dominguez, Raul Drower, Adrian Drucker, C. D'Silva, Lauren Duax, Kerry Dumoulin, Christine Dunn, Elizabeth Durkin, Diane Durr, Thomas Egerton-Warburton, Louise Erickson, Jeanne Erickson, Kevin Erickson, Laura Espino, Pedro Fant, Jeremie Farmer, Robert Favia, Janine Feldkirchner, Heidi Feldner, Elizabeth Fernandez, Abel Fick, Stephen Figueroa, Javier Figueroa, Jesus Figueroa, Marcela Figueroa, Maria Figueroa, Serafin Fiorito, James Fitzpatrick, Janelle Fournier, Eliza Fox, Lorin Freer, Matthew Fritz, Thomas Frost, Alene Frost, James Fuller, Denise Gabriel, Kathryn Garcia, Carlos Garcia, Fernando Garcia, Gerardo Garcia, Victor Garrett, Marcella Garrison, Terry Gates, Galen Gebhardt, Jennifer Gilchrist, Jennifer Gish, Nathanial Goehler, Jessica Gonzaga, Jose Gorra, Jeffrey Greiner, Blayne Groskopf, Jennifer Grossman, Harold Guerrero, Mario Gunn, Marilyn Guzman, Bryan Guzman, Jose Guzman, Octavio Haffner, William Haney, Laura Hanke, David Harper, Richard Harris, Ruth Harry-Jackson, Veronica Havens, Kayri Hawke, Richard Hayden, Kathleen Heath, Breanne Henderson, Charles Henderson, Min Henning, Christopher Herendeen, Donna Herendeen, Patrick Hernandez, Cesar Herold, Jamie Hittelman, Lena Hitzroth, Gregory Hofherr, Marian Hoopes, Sara Hopkins, Joan Hotaling, Virginia Howze, Stacy Huska, Jason Huska, Laura Huwe, Melvin Iehl, Bruce Isabelli, Joan Ison, Jennifer Jacobs, Richard Jacobsen, Chrissy Janikowski, Luanne Jarantoski, Kris Jarzab, Danette Jensen, Megan Johnson, Timothy Johnstone, Natalie Jones, Vivienne Joynt, Heidi Juscius, Jacqueline Kaeding, Robert Kailus, Karen Karim, Dorothea Keating, Cynthia Kendall, Ralph Kirschner, Robert Klebosky, Joseph Kniss, Ronald Knowles, William Knuth, George Kotlarski, Carolyn Kotz, Jacqueline Kramer, Andrea Kranz, Lorraine Kritzer, Max Krol, Lyubov Kunkel, Renee Kushino, Gail Lantz, Loretta Lara, Jose Larkin, Daniel LaRosa, Janice Larsen, Kelly Larson, Matthew Lavin, Julie Lee, Antonio Lenardi, Anthony Lewis, Lametha Limburger, Emily Lin, Ran Lindemann, Stephanie Lockovitch, Colleen Loeza, Miguel Love, Emily Lozano, Marisol Lucero, Felipe Lupiloff, Monica Magill, John Mandujano, Maria Manning, Johnathan Manuud, Danilo Marchetti, Lawrence Marconi, Michael Marino, Yolanda Martines, Miguel Martinez, Irma Martinez, Isidro Martinez, Luis Martinez, Miguel Martinez, Rosalina Martinez, Ulises Masi, Susanne Mason, Angela Matson, Tamela Matterson Appelt, Melissa Mattson, Andrea Maziak, Anya McCabe, Meghan McCabe, Thomas McCaffrey, Julie McGee, Jeanyne McKay, Lynn Medina, Alfredo Medina, Alfredo Jr. Medina, Miguel Meech, John Melecio, Leobardo Melesio, Alvaro Melesio, Floriberto Melesio, Jose Melesio, Juvenal Melesio, Salvador Mendoza, Rosa Mercado, Francisco Mercado, Renato Mikol, Rosemary Mikolajczyk, Thomas Milano, Gay Miller, Benjamin Miller, Brandy Miller, Luisa Mitchell, Rachel Claire Mobile, Michael Montoya Sr., Jose Montoya, Javier Montoya, Rigoberto Moore, Deborah Morgan, Susan Mueller, Gregory Nava, Arturo Nejman, Sharon Nemrava, Elmer Newton, Matthew Nissly, Thomas Novak, Joseph Nowicki, Cheryl Nunez, Efrain Nykiel, Cindy Obenchain, Riley Ochoa, Paulo O'Connell, Sean O'Grady, Kevin O'Meara, Michael Ormuz, Gloria O'Shaughnessy, Joan Pasztor, Laura Patino, Guillermo Patino, Leonardo Paul, Sherri Paulausky, Daniel Peckham, Carol Perce, Hyde Perez, David Perez, Raquel Peterson, Nicholas Picchietti, Steve Pinargote, Beth Pinargote, Douglas Pizarro, Alfredo Pizarro, Ernesto Pizarro, Ezequiel Plofsky, Erwin Plumley, David Plunkett, Mary Podber, Seymour Pogue, Ayse Pollack, Robert Pollak, Timothy Pomilia, Matthew Poulos, Nelda Prendergast, Eileen Pulsifer, Edgar Purvis, Katharine Ramirez, Adan Ramirez, Eladio Ramirez, Eloisa Ramirez, Juan Ramlow, Donna Raue, Barbara Reitz, Diedre Resnick, Harriet Reyna, Raul Riback, Lloyd Richardson, Amy Richardson, Ryan Robinson, Aaron Rodelius, Nelson Rodriguez, Brenda Rodriguez, Carmen Rodriguez, Jose Rodriguez, Margarita Rohn, Hannah Roman, Gustav Roman, Lorenzo Roman, Milton Romanelli, Susan Rosen, Karen Rosendorn, Bianca Rothert Jr, Eugene Rowland, Samantha Rusk, Kelly Rustemeyer, William Rutherford, Sarah Saavedra, Jose Sagen, Gloria Salgado, Jose Sanchez, Manuel Schmeichel, Sylvia Schmidt, Carol Schneider, Shawnecee Schreiber, Susan Schuler, Melissa Schwarz Ballard, Jennifer Sejzer, Jill Selinger, Jill Serbe, Nigel Seyfried, Nancy Shanahan, Patricia Sheehan, Richard Shelton, Emily Sherwood, Heather Shulman, Ben Siegel, Leora Simmons, Amelia Siskel, Sophia Skogen, Krissa Slattery, Ellen Smith, Karen Smith, Shawn Soberanis, Jesus Solger, Raymond Sollenberger, David Soulsby, Thomas Spence, Barbara Statland, Bradley Stefan, Heidi Steffen, James Steichen, Lisa Stern, Craig Stern, Ilana Stoldt, Stacy Stoltze, Susan Storey, Barbara Strelow, Phil Stuermer, Emil Suhayda, Helen Swets, Andrew Tamraz, Jeff Tankersley, Boyce Testa, Mark Thelin, Jody Thomas, Catherine Tiddens, Paul Tienes, Melissa Tomcik, Katherine Torres, Florencio Torres, Jose Treonis, Shannon Trigueros, James Trupp, Barbara Tu, I-Yun Utterback, Julie Vachlon, Monica Valauskas, Edward Valdez, Vianey Valle, Efrain Van Deraa, Cheri Vandermey, Celeste Villalobos, Juan Vitt, Patricia Vogel, Mary Voit, Patrick Vojcak, Dennis Volin, Katherine Wachtel, Carolyn Wagenius, Stuart Wallace, Sheldon Walsh, Denise Warder, Y. Watson, Gloria Watters, Ivan Wawrzyn, Barry Webber, Kristen Wegrzyn, Spicimir Weisbard, Christina Weislogel, Elizabeth Wellin, Erin Wells, Amy Westin, Joseph Westmoreland, Terrance Whitaker, Jennifer White, Corri Whiting, Dale Williams, Christopher Williams, Leon Wilson, Andrew Wintersteiner, Joseph Wirostek, Andrew Witherup, Colby Wlodek, Krista Wood, Douglas Woods, Courtney Yates, Emily Young, Joseph Young, Laura Zeitler, Ottilie Zombolo, Jodi Zombolo, Thomas Zorn - Arnold, Barbara

5 Strategic Planning at the Chicago Botanic Garden December 1995 April 2000 December 2009 Challenging the Future: Strategies for the 21 st Century Bloomin Capital Campaign Strategic Plan Update GROWING KEEP

6 The Strategic Plans of the Past Are Still Relevant Today The goals of the 1995 plan and 2000 update are still relevant. But the landscape has changed: The stature and popularity of the Garden has grown; The role of botanic gardens has become more important; Public dialogue is more focused on the relationship between humans and our environment. The 2010–2020 strategic plan is rooted in the past, but is informed by this changing landscape.

7 The Goals of the 2010–2020 Strategic Planning Process Are: Involve Board members, staff, and volunteers in determining the future of the Chicago Botanic Garden; Build strong committees of the Board and empower Vice Presidents and committee chairs; Validate and expand upon the mission and goals set in the 1995 plan, the 2000 update, and numerous policy statements; Publish new 10-year strategic goals for the Garden as a whole and for each of its program areas; Publish a new master site plan; Engage in leadership development; Discuss the risks to the long-term strength of the Garden and determine ways to mitigate that risk.

8 Process The strategic plan has been developed by the 10 committees of the Board. The committee chair and vice president(s) led the planning process. The Gardens president and CEO, Board chair, and the Board Strategic Planning Task Force presented overall guidance. The plan incorporates the views of staff and many outside reviewers.

9 Committees as of June 2009

10 What Our Plan Is Our plan is a set of guiding principles and aspirations. It is a way to focus the work of staff and communicate the Gardens priorities and vision. It is the groundwork for the Gardens annual operating plans. The goals of our plan are achievable.

11 What Our Plan Isnt Our strategic plan is not a business plan. It does not set forth many quantitative goals or measurements. It doesnt intend to. Staff outline business goals and quantitative measurements in annual operating plans & budgets. These will support the strategic goals of all board committees. Staff will present annual plans to the board each year.

12 Our Mission Is Clear and Important It is the mission of the to promote the Chicago Botanic Garden enjoyment, understanding, of plants and the natural world. and conservation

13 Our Mission and Plan Are Based on Three Core Values Beautiful gardens and natural environments are fundamentally important to the mental and physical well-being of all people. People live better, healthier, and more satisfying lives when they can create, care for, and enjoy gardens. The future of life on Earth depends on the degree to which humans understand, value, and protect plants and the healthy habitats on which they depend.

14 Our Future will be Built on a Strong Foundation The Garden is already one of the great botanic gardens of the world. The Garden is known for its: Beauty and collections; Visitor experience and impact; Education and community involvement; Plant conservation science.

15 We Are More than Just a Pretty Place The Gardens work is important. We have a strong foundation for the future. We serveonsite, online, and at our satellite locationsmillions of people each year. We are committed to delivering a sense of belonging to every person we serve, regardless of age, background, or ability. Plants need informed and committed advocates. The Garden embraces this responsibility.

16 We Have Grown with Remarkable Speed & Clarity of Purpose in 37 Years We have built 24 display gardens, 8 buildings, and expanded to 385 acres; We have welcomed millions and millions of visitors and grown to a staff of 250 full-time employees, a 75-person board, and a budget of $27 million; We are the sixth-largest cultural institution in the Chicago area890,000 visitors in 2009; At 49,000 member households, we have the largest membership of any botanic garden in the world.

17 Our Dream Now Is to Grow from Being Great to Being Legendary We will realize this dream by expanding our reach and deepening our impact. If we keep growing we will fulfill the needs of those we serve, and those who serve us. We will grow, mature, and achieve our goals if we enable those whom we serve to grow, mature, and achieve their goals.

18 Our Success Depends on Fulfilling the Needs of Our Customer HEALTH LEISURE EDUCATION CONNECTION TO NATURE CREATIVITY INSPIRATION FAMILY

19 Our Success Depends on Fulfilling the Needs of Our Customer HEALTH LEISURE EDUCATION CONNECTION TO NATURE CREATIVITY INSPIRATION FAMILY

20 Keep Growing For our strategic plan, we have adopted the name Keep Growing We feel this reflects both our need to grow and mature and reflects our commitment to help those we serve grow, mature, and bloom.

21 Keep Growing The words Keep Growing: Provide aspiration and a promise to all audiences; Gives the Garden and its plans an active voice; Positions the Garden in an innovative light; More than a line, but rather a way to define who we are and where we are going.

22 The Gardens Mission and Values Are Upheld by Four Program Areas Buildings and Gardens Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections

23 Our Program and Support Areas Work Together Community Education Programs Financial Sustainability and Risk Management Staff, Volunteers, and Board Information Systems Marketing Visitor Experience Business Development Marketing Visitor Experience Business Development Buildings and Gardens Science Academic Programs Living Collections Science Academic Programs Living Collections

24 Over the Next Ten Years We Will… Deepen our impact across all program areas and audiences; Broaden our recognition locally, regionally, nationally, and internationally; Improve the health of our natural world for present and future generations; Address the risks in our business model to ensure our financial strength. Achieving our strategic and tactical goals will enable the Garden to grow from being great to being legendary.

25 We Created Supporting Documents that Provide Fine Levels of Detail The list of supporting documents follow each section. Those for this section are: Background and Goals for 2009 Strategic Planning Process List of outside reviewers

26 Today The Details Our New Strategic Plan 2 1

27 The Program Areas Buildings and Gardens Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections

28 Buildings and Gardens: Overview Plan prepared by the Buildings and Gardens Committee; includes the operational areas of Horticulture & Facilities and Planning.

29 Buildings and Gardens: Vision Our vision is to inspire people to notice and reflect upon the beauty and subtleties of nature. Visitors will feel awe and joy in response to the Gardens use of horticultural art and science, dramatic views and framed vistas, harmonious building design, and excellence in planting and maintenance. A visit to the Garden will inspire people to incorporate nature into their own lives.

30 Buildings and Gardens: Goals I.1 The Garden will grow in its role as a model for excellence in horticultural design and planning; I.2 The Garden will consistently maintain built infrastructure to high standards, ensuring that we leave a strong physical plant as part of our legacy; I.3 The Garden will thoughtfully advance progress to complete the projects detailed in the Master Site Plan (created in 1968, updated in 1997 and 2009). We will continue to adhere to the design principles of the 1968 Simonds & Simonds plan and the architectural vocabulary set by 20 th -century master Edward Larrabee Barnes; I.4 The Garden will be a model for the thoughtful use of natural resources, achieving beauty through energy-saving, environmentally sensitive methods whenever possible;

31 Buildings and Gardens: Goals cont. I.5 By adhering to a new fine arts policy, the Garden will align the quality and style of the Gardens sculpture collection to the quality and style of the Gardens buildings and landscapes; I.6 The Garden will serve as the central resource for information about the unique and endangered plants and ecosystems of Northeastern Illinois, by helping to set standards for and demonstrating the use of native plant material in garden, prairie, woodland, wetland, rooftop, and riverbank settings; I.7 The Garden will serve as a resource for architects, builders, developers, master planners, green building associations, and homeowners for how to create an inspiring and successful planning and building program.

32 Master Site Plan

33 Buildings and Gardens: Supporting Documents Appendix I.1Master Site Plan Appendix I.2Fine arts collection inventory Appendix I.3Fine arts policy Appendix I.4Fine arts policy: Potential artists for collection Appendix I.5Capital maintenance project audit (executive summary) Appendix I Operating Plans for Horticulture and Facilities & Planning

34 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

35 Marketing, Visitor Experience, and Business Development: Overview Plan prepared by the Marketing, Visitor Experience, and Business Development Committee; includes the operational areas of Marketing, Visitor Programs, Visitor Operations (café, shop, private and corporate events, security, visitor services), Business Development, and Membership.

36 Marketing: Vision Our marketing efforts will establish the Chicago Botanic Garden as a recognized and respected leader, known throughout the world for its visitor experience, horticulture, plant conservation, and community education. The Gardens marketing efforts will increase loyalty and enthusiasm, inspiring people to interact with the Garden onsite, online, and at its satellite locations.

37 Marketing: Goals II.1 The Gardens marketing efforts will: 1) build the Gardens reputation and awareness as one of the great gardens of the world; 2) increase membership and attendance; 3) increase enrollment in Garden programs, classes, and volunteer opportunities; 4) cause more people to take action toward saving plants; and 5) financially support the Garden; II.2 The Garden will become top-of-mind as one of Chicagos foremost cultural institutions; II.3 The Garden will be recognized as a leader in plant conservation science; II.4 The Garden will be broadly recognized for its childrens, community gardening, and vocational and therapeutic training/horticulture programs;

38 Marketing: Goals cont. II.5 The Gardens marketing efforts will reflect the high standards of the Garden and will affect visitors before, during, and even after their visit; II.6 The Garden will be instrumental in creating a new cultural corridor collaboratively with the Ravinia Festival, Writers Theatre, Kohl Childrens Museum, and other institutions, visitor and tourist bureaus, and the Village of Glencoe, City of Highland Park, and other local municipalities.

39 Visitor Experience and Business Development: Vision The Garden will deliver a profound and inspiring onsite experience to visitors of all ages, backgrounds, and abilities. This Garden experience will create a sense of pleasure, relevance, and belonging that will bring visitors back to the Garden or to its website time and again. This will build the Gardens effectiveness at generating loyalty, driving attendance, increasing earned and raised income, and motivating the public to protect nature.

40 Visitor Experience and Business Development: Goals II.7 The Garden will provide a visitor experience that revolves around meeting and anticipating the needs of its customers. II.8All of the Gardens staff, regardless of department, and front-line operating partners (at the Café, Shop) will deliver impeccable hospitality services to all visitors, donors, and vendors. II.9 The Garden will be a four-season destination by creating year- round programs that give visitors the opportunity to experience and understand nature and the natural world, indoors and out; II.10 A visit will inspire general audiences to create a relationship and affinity with the Garden, driving them to visit more often, become members, engage further, and support its mission to educate people about plants and the natural world.

41 Visitor Experience and Business Development: Goals II.11 The Garden will make notable advancements toward making its visitor operations a model for being as waste- and emissions-free as possible and will serve as a leading educational resource by conducting programs that visitors can participate in, learn from, and model at home to live more environmentally conscious lives; II.12 The Garden will create new programs, garden areas, amenities, and services (onsite, online, or at satellite locations), employing the best new technology, to increase revenue, improve visitor experience, and expand the opportunities for environmental education.

42 Marketing, Visitor Experience, and Business Development: Supporting Documents Appendix II.1Chicago Botanic Garden Marketing, Visitor Experience, and Business Development Vision Appendix II Operating Plans for Marketing, Visitor Programs and Operations

43 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

44 Community Education Programs: Overview Plan prepared by the Community Education Programs Committee; includes the operational areas of the Center for Teaching and Learning (Student, Youth, and Teacher programs) and the Center for Vocational and Therapeutic Horticulture (Community Gardening, Horticultural Therapy).

45 Community Education Programs: Vision The Gardens excellence in community education programs will make a powerful, measurable impact on people of all ages, abilities, and backgrounds. The Garden will excel in programs that take place on the Gardens grounds, at satellite locations within diverse communities, and through electronic and other emerging media. Program participants will receive the highest caliber of instruction on subjects related to plants, healthy ecosystems, and food production, for their own healing and well-being, as well as to increase their understanding and respect for the natural world.

46 Community Education Programs: Goals III.1 The Gardens Center for Teaching and Learning will deliver highly effective early childhood, youth, K-12, and teacher environmental education programs that will be recognized as an international model for proven best practices; III.2 The Garden will become a national leader in creating and using plant- centered therapies, publications, and programs to serve the health and wellness needs of people of all abilities from birth through death; III.3 The Garden will serve as a model of how a botanic garden can make vital, year-round contributions toward strong local food systems. These contributions include urban agriculture jobs training, youth leadership initiatives, and school-based gardening programs that strengthen underserved communities while also increasing access to good nutrition and fresh produce; III.4 The Gardens community education programs will reach and affect more people, generate more revenue, and advance the Gardens international reputation by publishingboth in print and electronicallya variety of environmental education, horticultural therapy, and horticultural job training resources and curricula.

47 Community Education Programs: Supporting Documents Appendix III.1 Center for Teaching and Learning Overview & 5- year Goals Appendix III.2 Center for Vocational and Therapeutic Horticulture Overview and Goals Appendix III.3Buehler Enabling Garden Green Book Appendix III.4Green Youth Farm Manual and Curriculum Guide Appendix III.5World Environment Day 2009 Feeding the Movement Proceedings Appendix III.6 City of Chicago Growing School Gardens Vision Appendix III Operating Plan for Community Education Programs

48 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

49 Science, Academic Programs, and Living Collections: Overview Plan prepared by the Science, Academic Programs, and Living Collections Committee; includes the operational areas of Science, Academic Programs, Lenhardt Library, Plant Information, and Horticulture, and Plant Collections.

50 Science, Academic Programs, and Living Collections: Combined Vision The Garden will enhance its roles as both a trusted resource for plant and conservation issues and as an advocate for plants. The Garden will make critical contributions to plant conservation through its scientific expertise, unique living collections, leadership role in conservation policy, strong international partnerships, and the dissemination of information about plants and the natural and built communities they inhabit.

51 Science, Academic Programs, and Living Collections: Supporting Documents Appendix IV.1Chicago Botanic Garden Statement on Climate Change and Plants Appendix IV.2Chicago Botanic Garden Statement on Genetically Modified Organisms Appendix IV.3Chicago Botanic Garden Statement on Biofuels Appendix IV.4Organic and Inorganic Fertilizers at the Chicago Botanic Garden Appendix IV.5Plant Health Care Department Mission Statement and Policy Appendix IV.6Invasive Plant Policy

52 Science: Vision The Gardens plant biology and conservation science programs will discover critically important knowledge and create practical land and water management tools and solutions to address environmental challenges facing society. These programs focus on appropriately managing plant populations and plant and soil communities, especially within human-impacted landscapes. Scientists will undertake rigorous research studies that address key biological questions that have plant conservation applications and advance the frontiers of basic science. The Garden will make a unique contribution to solving present-day ecological problems by integrating theoretical research, applied solutions, and adaptive management to save individual speciesas well as communities of speciesat varying geographic scales.

53 Science: Goals IV.1 Discoveries resulting from research by Garden scientists and students, and enhanced conservation resources such as the Seed Bank, will demonstrably stem the loss of plant diversity and lay the foundation for healthy ecosystems. Garden scientists will be able to measure and articulate how their work has succeeded in addressing some of the most pressing threats to plants, including climate change, invasive species, and pollution; IV.2 The Garden will become the nations leading center for training the next generation of scientists, restoration ecologists, land managers, and policy makers focused on saving plants and plant communities. Our training programs will build national and international capacity in plant biology and conservation science through undergraduate internships, graduate degree programs, and partnerships with federal agencies. Internships will provide meaningful professional experience for young people and documented, recognized, valuable services to the agencies and institutions they serve;

54 Science: Goals cont. IV.3 The Garden will provide rigorous, science-based information about plants and the natural world. Garden scientists will become the first choice of committees, institutions, and agencies worldwide, providing leadership in plant conservation and restoration, and preservation policy and practice; IV.4 The Gardens Environmental Horticulture Program will increase its ability to develop, evaluate, and release new horticultural plants. It will be known for its unique strength in improving the landscapes and gardens of the Midwestern United States and comparable climates; this includes expanding the planting options available for roof gardens and other emergent environmentally conscious gardens while respecting the ecological integrity of natural areas. The Garden will partner with appropriate nurseries around the world to introduce plants, thereby generating significant earned income.

55 Science: Supporting Documents Appendix IV.7 Vision for Science Research and Capacity Building Appendix IV.8 Annual Science Yearbook (2008) Appendix IV.9 Collections Policy for Dixon National Tallgrass Prairie Seed Bank Appendix IV.10 Collections Policy for Nancy Poole Rich Herbarium Collection Appendix IV Operating Plan for Science

56 Academic Programs: Vision Participants in the Gardens degree and adult education programs will become better stewards of the natural world. Graduates of the degree programs will actively address issues of plant biology and conservation. The adult education and certificate programs will create better informed and engaged citizens who will make positive impacts on the environment, environmental policies, and funding decisions at local, national, and international levels.

57 Academic Programs: Goals IV.5 The Joseph Regenstein, Jr., School of the Chicago Botanic Garden will build its relevance and impact by providing learning opportunities that educate and engage diverse constituencies and foster connections with plants and nature; IV.6 The joint Chicago Botanic Garden/Northwestern University M.S. and Ph.D. Program in Plant Biology and Conservation will provide an extraordinary opportunity for students to become tomorrows leaders in botanical science and plant conservation. The program will have a strong and diverse applicant pool, and its graduates will be engaged in stemming the loss of plant diversity;

58 Academic Programs: Goals cont. IV.7 The Lenhardt Library will be a much used and highly regarded source of knowledge easily accessible to all of the Gardens publics. Enhanced institutional and public awareness of the Archives of the Chicago Horticultural Society will foster new research projects and a better understanding of the role of gardens and gardening in the quality of human lives; IV.8 Plant Information will enhance its ability to serve as the publics first choice for timely, authoritative, and effective information about growing plants and diagnosing the disease and pest problems occurring in and on plants. Updated, informative online fact sheets and resources will supplement personalized responses to questions from individuals submitted in person, over the phone, or online.

59 Academic Programs: Supporting Documents Appendix IV.12Collections Policy for Lenhardt Library Appendix IV.13Overview of Regenstein School and University Partnerships Appendix IV Operating Plan for Academic Programs and the Lenhardt Library

60 Living Collections: Vision The Gardens living collections will establish the standard for excellence in their selection, content, and care. The collections will serve a large and varied constituency through their accessibility, their display, and the expertise of their staff. Procedures and policies to renew and build the collection over time will be established. The Garden will be a leader in creating the best documentation system possible and in unlocking information on living collections for the public, both onsite and online.

61 Living Collections: Goals IV.9 The Gardens living plant collections will be accessible and useful to its many publics, will achieve standards defined in the collection plans, and will continue to deepen through specialized collections that support research and education. The Garden will conduct a vigorous program of national and international plant exploration to diversify the collections, collect plant types better adapted to our climate, and create collections of excellence; IV.10 The Garden will lead the world in living-plant record keeping and public access, both physically and virtually. It will also be an essential resource for plant information and science for its many constituencies, including the public, educators, landscape architects, scientists, and local agencies and municipalities.

62 Living Collections: Supporting Documents Appendix IV.15Plant Documentation Plan Appendix IV.16Herbaceous Perennial Plan Appendix IV.17Woody Plant Collection Plan Appendix IV.18Bonsai Collection Plan Appendix IV.19Plant Exploration Plan Appendix IV Operating Plan for Living Plant Collections

63 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

64 Financial Sustainability and Risk Management: Overview Prepared by the committees of Finance, Development, Government Affairs, Investment, and Audit; includes the operational areas of Finance, Accounting, Development, Government Affairs, and Information Systems.

65 Financial Sustainability and Risk Management: Vision The Gardens mission and this strategic plan can only be fulfilled if the Garden is financially secure. The Garden will thoughtfully allocate its resources, safeguard its assets, mitigate business and financial risk, diversify revenue sources, and build a solid financial foundation that can withstand the uncertainties of the future. The Garden is committed to serving the needs of its partners and advocates, in particular the Forest Preserve District of Cook County.

66 Financial Sustainability and Risk Management: Goals A.1The Garden will remain committed to serving the needs of all the people of Cook County and to proudly communicating the model public-private partnership that the Chicago Horticultural Society and the Forest Preserve District of Cook County have built together. A.2The Garden will grow annual revenue to meet annual expense increases by diversifying revenue sources. For example, we will increase memberships; expand and create new business initiatives, build strategic partnerships with corporations, public agencies, and not-for- profits; ensure positive relationships with suppliers; and build strong relationships across all donor constituencies. We will grow our base of supporters locally, nationally, and internationally; A.3The Garden will adhere to our revised asset allocation strategy and endowment policies to maximize investment returns, ensure that the Garden is always in a position to meet current operating revenue requirements, meet annual interest payments, be in compliance with debt covenant regulations, and be in a fiscal position to repay or refinance debt upon bond maturity in 2029 and 2043;

67 Financial Sustainability and Risk Management: Goals cont. A.4The Garden will meet annual goals established to grow the endowment principal, using a ratio of 4:1 to operating expenses as its goal; A.5The Garden will complete fundraising for the Science Initiative and engage in fundraising to complete other priority projects on the Master Site Plan. Particular emphasis will be placed on ongoing maintenance projects and completing the following projects before 2020: the Childrens Campus, McDonald Woods, shoreline restoration, the Garden Café, production greenhouses and nurseries, and the Brown Nature Reserve; A.6The Garden will reach confidence that emergency preparedness systems are in place to respond a wide variety of cataclysmic events. A.7The Garden will continue to receive outside confirmation from ratings groups, auditors, and peers that the Gardens budgeting process, accounting standards, and financial reporting are of the highest integrity and quality and serve as models of transparency for both non-profits and for-profits; A.8The Garden will deepen its relationships with the State of Illinois, the U.S. Government, and the City of Chicago.

68 Financial Sustainability and Risk Management: Supporting Documents Appendix A.1Statement of Investment Policy and Objectives (Confidential) Appendix A.2Priorities and Goals for Capital Fundraising (Confidential) Appendix A.3Goals for Endowment Growth (Confidential) Appendix A.4Enterprise Risk Management Program (Confidential) Appendix A.5History of Fundraising at the Chicago Botanic Garden Appendix A Operating Plans for Accounting, Development, and Government Affairs

69 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

70 Staff, Volunteers, and Boards: Overview Prepared by the Nominating Committee and Personnel and Compensation Sub-Committee; includes the operational areas of the Board of Directors, Womans Board, Guild of the Chicago Botanic Garden, Presidents Circle, Human Resources, and Volunteer Services.

71 Staff, Volunteers, and Boards: Vision The Gardens most valued and important asset is the people who manage and support it and serve its customers. The Garden aspires to be a model for excellence and leadership in nurturing, managing, and growing this human resource. The Garden will focus on recruiting and retaining the best and the brightest by emphasizing strategic and progressive personnel practices, thoughtful Board stewardship, and a meaningful engagement of volunteers. The Garden will build policies, procedures, and a strong sense of community to ensure the Garden meets its strategic goals.

72 Boards of Directors, Womans Board, Guild, and Presidents Circle Steering Committee: Goals B.1 The Garden will continue to attract strong Board members and be a priorityon par with other high-profile institutionsfor Board members time and philanthropy; B.2 The Garden will continue the current annual succession planning and Board leadership process, ensuring the long-standing vitality of the Boards; B.3 The Garden will help build a sense of community and identity within each board and among all the Boards; B.4 The Garden will continue to ensure that all members of the Boards serve without conflicts of interest and serve as strong ambassadors for the Garden; B.5 The Garden will strive to ensure that the composition of the boards reflects the diversity of the communities we serve;

73 Staff: Goals B.6 The Garden will strive to ensure that the composition of the staff reflects the diversity of the communities we serve; B.7 The Garden will continue and strengthen the annual evaluation and promotion process; B.8 The Garden will put an emphasis on mentoring internal candidates for leadership roles and building strong professional development plans; B.9 The Gardens compensation and employee benefits package will continue to be competitive and consistent with the market. B.10All of the Gardens staff will understand their role in providing service to visitors and donors; We will build an employee-training program based on the model of a high-end hotel or resort. B.11The Garden will better understand the needs of its important Spanish-speaking full-time, part-time, and seasonal staff.

74 Volunteers: Goals B.10 The Garden will strive to ensure that the composition of the volunteer corps reflects the diversity of the communities we serve; B.11 The Garden will be known as a meaningful and rewarding place to volunteer, where the volunteer corps is respected, honored, and has a strong sense of community and support.

75 Staff, Volunteers, and Boards: Supporting Documents Appendix B.1Updated Chicago Horticultural Society By-laws Appendix B.2Updated Womans Board Rules and Regulations Appendix B.3Updated Guild Rules and Regulations Appendix B.4Presidents Circle Mission and Overview Appendix B.5Committee Organizational Chart Appendix B.6Committee Mission Statements Appendix B.7Staff Handbook Appendix B.8Statement of Director Commitment and Responsibilities Appendix B.9Conflict of Interest Statement Appendix B.10Diversity Statement Appendix B Operating Plans for Board Relations, Human Resources and Volunteer Services

76 The Program Areas Buildings and Gardens Marketing Visitor Experience Business Development Community Education Programs Science Academic Programs Living Collections Financial Sustainability and Risk Management Staff, Volunteers, Boards Information Systems

77 Information Systems: Overview This area currently falls outside of one committees purview. It includes the operational area of Information Systems, under the leadership of the Gardens C.F.O.

78 Information Systems: Vision The Gardens Information Systems Department will provide innovative, cost-effective, sustainable, and secure technology solutions to enable staff to effectively meet and exceed their annual goals, as well as the goals of the strategic plan. Information Systems will provide high-quality infrastructure and support, including media and telephone services as well as technological leadership, to empower all Garden constituencies through the use of technology.

79 Information Systems: Goals C.1 The Garden will build an information system that supports the key business objectives of the Garden and the goals of all departments, and allows for the successful realization of the strategic plan; C.2 The Garden will continuously evaluate and improve the performance and efficiency of its Information Systems operating infrastructure and will set specific targets for improving the quality and availability of its Information Systems operations; C.3 The Garden will build on its new integrated systems network to promote new revenue-producing opportunities, streamline expenses, and improve customer service; C.4 The Garden will employ technology to support its visitors and enhance their experience of the Garden. We can promote interest in and engagement with the Gardens resources by improving public accessibility and use of the Gardens databases (when appropriate) and key content;

80 Information Systems: Goals C.5 The Garden will use insightful management of its scientific data systems to maximize the possibility for significant scientific discovery and impact; C.6 The Garden will ensure that the necessary risk management controls are in place for the protection and security of data generated and/or obtained in its operations, including controls related to the storage and retrieval of data, as well as information from key outside partners (vendors, suppliers, etc.); C.7 The Garden will achieve the highest possible goals for environmental sustainability through its purchasing, management, and disposal of Information Systems equipment; C.8 The Garden will have a system in place that can adapt to changing technology.

81 Information Systems: Supporting Documents Appendix C.1 Disaster Recovery Plan Appendix C.2 Computer Use Policy Appendix C.3 Privacy Statement Appendix C Operating Plan for Information Systems

82 Our contributions are important We are not on Earth to guard a museum, but to cultivate a flourishing garden of life. --Pope John XXIII Every blade of grass has an angel that bends over it and whispers, Grow, Grow. --The Talmud

83 Conclusion Keep Growing is not a bricks-and-mortar growth plan. Rather, it is about serving new constituencies, and serving old constituencies in new ways. It is about reaching people and holding them with engaging, meaningful programs and services. It is about serviceserving our customers and serving the plants on which all life depends. It is also about paying for our growth with robust funding sources. This is how we will keep growing.


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