3The Garden’s Board of Directors December 8, 2009 LIFE DIRECTORSMarilynn B. AlsdorfWilliam T. Bacon, Jr.J. Melfort CampbellKent Chandler, Jr.Gary P. CoughlanThomas A. DonahoeFrancis C. Farwell IIRalph F. FujimotoFlorence S. HartPamela K. HullBill KurtisMary Mix McDonaldPeter H. MerlinRalph Thomas O’NeilWilliam A. OsbornJohn E. PreschlackDain SearleDavid Byron SmithWilliam P. SutterErnest P. Waud IIIThomas 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. HagenahMark W. HallerCaryn L. HarrisMary HillEdward HinesJohn L. HowardThomas B. Hunter IIIJane IrwinJoan M. JohnsonSusan KeiserPosy L. KrehbielThomas E. LanctotDonna LaPietraEric C. LarsonM. James LeiderBenjamin F. Lenhardt, Jr.Laura M. LingerJosephine P. LouisBarbara A. LumpkinMary Ann S. MacLeanRobert H. MalottJeanne K. MasonMary L. McCormackJeanine McNallyEdward MinorWilliam E. MoellerJane S. O’NeilJay L. OwenHomi B. PatelGeorge A. PeinadoJanet Meakin PoorJohn Edward PorterSusan L. RegensteinAnne O. ScottSophia SiskelKathleen Kelly SpearHarrison I. SteansSusan StoneTodd H. StrogerPam F. SzokolRichard L. ThomasHoward J. TrienensCatherine M. WaddellTodd E. WarnockWayne WatsonSusan A. WillettsNicole S. WilliamsArthur M. Wood, Jr.
5Strategic Planning at the Chicago Botanic Garden Challenging the Future: Strategies for the 21st CenturyDecember 1995Bloomin’ Capital Campaign Strategic Plan UpdateApril 2000KEEPDecember 2009GROWING
6The Strategic Plans of the Past Are Still Relevant Today The goals of the 1995 plan and 2000 updateare 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.
7The 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.
8ProcessThe strategic plan has been developed by the 10 committees of the Board. The committee chair and vice president(s) led the planning process. The Garden’s 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.
10What Our Plan IsOur plan is a set of guiding principles and aspirations. It is a way to focus the work of staff and communicate the Garden’s priorities and vision. It is the groundwork for the Garden’s annual operating plans. The goals of our plan are achievable.
11What Our Plan Isn’t Our strategic plan is not a business plan. It does not set forth manyquantitative goals or measurements. It doesn’t intend to. Staff outline business goals and quantitative measurements in annual operating plans & budgets.These will support the strategic goalsof all board committees.Staff will present annual plans to the board each year.
12Our Mission Is Clear and Important It is the mission of theChicago Botanic Gardento promote theenjoyment, understanding,and conservationof plants and the natural world.
13Our Mission and Plan Are Based on Three Core Values Beautiful gardens and natural environments arefundamentally 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.
14Our 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.
15We Are More than “Just a Pretty Place” The Garden’s work is important. We have a strong foundation for the future. We serve—onsite, online, and at our satellite locations—millions 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.
16We 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 area—890,000 visitors in 2009; At 49,000 member households, we have the largest membership of any botanic garden in the world.
17Our Dream Now Is to Grow from Being Great to Being Legendary We will realize this dream by expanding our reach anddeepening 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.
18Our Success Depends on Fulfilling the Needs of Our Customer HEALTHEDUCATIONLEISUREFAMILYCONNECTION TO NATURECREATIVITYINSPIRATION
19Our Success Depends on Fulfilling the Needs of Our Customer HEALTHEDUCATIONLEISUREFAMILYCONNECTION TO NATURECREATIVITYINSPIRATION
20we have adopted the name Keep GrowingFor our strategic plan,we have adopted the nameKeep GrowingWe feel this reflects both our need to grow and mature and reflects our commitment to help those we serve grow,mature, and bloom.
21Keep 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.
22The Garden’s Mission and Values Are Upheld by Four Program Areas Buildings and GardensMarketingVisitor ExperienceBusiness DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
23Our Program and Support Areas Work Together Buildings and GardensCommunity Education ProgramsFinancial Sustainability and Risk ManagementStaff, Volunteers, and BoardInformation SystemsMarketingVisitor ExperienceBusiness DevelopmentScienceAcademic ProgramsLiving Collections
24Over 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.
25We 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 ProcessList of outside reviewers
27The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
28Buildings and Gardens: Overview Plan prepared by the Buildings and Gardens Committee; includes the operational areas of Horticulture & Facilities and Planning.
29Buildings 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 Garden’s 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.
30Buildings 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 20th-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;
31Buildings and Gardens: Goals cont. I.5 By adhering to a new fine arts policy, the Garden will align the quality and style of the Garden’s sculpture collection to the quality and style of the Garden’s 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.
33Buildings and Gardens: Supporting Documents Appendix I.1 Master Site Plan Appendix I.2 Fine arts collection inventory Appendix I.3 Fine arts policy Appendix I.4 Fine arts policy: Potential artists for collection Appendix I.5 Capital maintenance project audit (executive summary) Appendix I Operating Plans for Horticulture and Facilities & Planning
34The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
35Marketing, 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.
36Marketing: VisionOur 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 Garden’s marketing efforts will increase loyalty and enthusiasm, inspiring people to interact with the Garden onsite, online, and at its satellite locations.
37Marketing: GoalsII.1 The Garden’s marketing efforts will: 1) build the Garden’s 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 Chicago’s 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 children’s, community gardening, and vocational and therapeutic training/horticulture programs;
38Marketing: Goals cont.II.5 The Garden’s 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 Children’s Museum, and other institutions, visitor and tourist bureaus, and the Village of Glencoe, City of Highland Park, and other local municipalities.
39Visitor 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 Garden’s effectiveness at generating loyalty, driving attendance, increasing earned and raised income, and motivating the public to protect nature.
40Visitor 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.8 All of the Garden’s 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.
41Visitor 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.
42Marketing, Visitor Experience, and Business Development: Supporting Documents Appendix II.1 Chicago Botanic Garden Marketing, Visitor Experience, and Business Development Vision Appendix II Operating Plans for Marketing, Visitor Programs and Operations
43The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
44Community 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).
45Community Education Programs: Vision The Garden’s 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 Garden’s 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.
46Community Education Programs: Goals III.1 The Garden’s 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 Garden’s community education programs will reach and affect more people, generate more revenue, and advance the Garden’s international reputation by publishing—both in print and electronically—a variety of environmental education, horticultural therapy, and horticultural job training resources and curricula.
47Community 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.3 Buehler Enabling Garden Green Book Appendix III.4 Green Youth Farm Manual and Curriculum Guide Appendix III.5 World 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
48The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
49Science, 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.
50Science, 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.
51Science, Academic Programs, and Living Collections: Supporting Documents Appendix IV.1 Chicago Botanic Garden Statement on Climate Change and Plants Appendix IV.2 Chicago Botanic Garden Statement on Genetically Modified Organisms Appendix IV.3 Chicago Botanic Garden Statement on Biofuels Appendix IV.4 Organic and Inorganic Fertilizers at the Chicago Botanic Garden Appendix IV.5 Plant Health Care Department Mission Statement and Policy Appendix IV.6 Invasive Plant Policy
52Science: VisionThe Garden’s 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 species—as well as communities of species—at varying geographic scales.
53Science: GoalsIV.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 nation’s 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;
54Science: 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 Garden’s 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.
55Science: 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
56Academic Programs: Vision Participants in the Garden’s 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.
57Academic 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 tomorrow’s 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;
58Academic 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 Garden’s 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 public’s 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.
59Academic Programs: Supporting Documents Appendix IV.12 Collections Policy for Lenhardt Library Appendix IV.13 Overview of Regenstein School and University Partnerships Appendix IV Operating Plan for Academic Programs and the Lenhardt Library
60Living Collections: Vision The Garden’s 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.
61Living Collections: Goals IV.9 The Garden’s 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.
62Living Collections: Supporting Documents Appendix IV.15 Plant Documentation Plan Appendix IV.16 Herbaceous Perennial Plan Appendix IV.17 Woody Plant Collection Plan Appendix IV.18 Bonsai Collection Plan Appendix IV.19 Plant Exploration Plan Appendix IV Operating Plan for Living Plant Collections
63The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
64Financial 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.
65Financial Sustainability and Risk Management: Vision The Garden’s 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.
66Financial Sustainability and Risk Management: Goals A.1 The 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.2 The 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.3 The 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;
67Financial Sustainability and Risk Management: Goals cont. A.4 The Garden will meet annual goals established to grow the endowment principal, using a ratio of 4:1 to operating expenses as its goal; A.5 The 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 Children’s Campus, McDonald Woods, shoreline restoration, the Garden Café, production greenhouses and nurseries, and the Brown Nature Reserve; A.6 The Garden will reach confidence that emergency preparedness systems are in place to respond a wide variety of cataclysmic events. A.7 The Garden will continue to receive outside confirmation from ratings groups, auditors, and peers that the Garden’s 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.8 The Garden will deepen its relationships with the State of Illinois, the U.S. Government, and the City of Chicago.
68Financial Sustainability and Risk Management: Supporting Documents Appendix A.1 Statement of Investment Policy and Objectives (Confidential) Appendix A.2 Priorities and Goals for Capital Fundraising (Confidential) Appendix A.3 Goals for Endowment Growth (Confidential) Appendix A.4 Enterprise Risk Management Program (Confidential) Appendix A.5 History of Fundraising at the Chicago Botanic Garden Appendix A Operating Plans for Accounting, Development, and Government Affairs
69The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
70Staff, Volunteers, and Boards: Overview Prepared by the Nominating Committee and Personnel and Compensation Sub-Committee; includes the operational areas of the Board of Directors, Woman’s Board, Guild of the Chicago Botanic Garden, President’s Circle, Human Resources, and Volunteer Services.
71Staff, Volunteers, and Boards: Vision The Garden’s 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.
72Boards of Directors, Woman’s Board, Guild, and President’s Circle Steering Committee: Goals B.1 The Garden will continue to attract strong Board members and be a priority—on par with other high-profile institutions—for 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;
73Staff: GoalsB.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 Garden’s compensation and employee benefits package will continue to be competitive and consistent with the market. B.10 All of the Garden’s 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.11 The Garden will better understand the needs of its important Spanish-speaking full-time, part-time, and seasonal staff.
74Volunteers: GoalsB.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.
75Staff, Volunteers, and Boards: Supporting Documents Appendix B.1 Updated Chicago Horticultural Society By-laws Appendix B.2 Updated Woman’s Board Rules and Regulations Appendix B.3 Updated Guild Rules and Regulations Appendix B.4 President’s Circle Mission and Overview Appendix B.5 Committee Organizational Chart Appendix B.6 Committee Mission Statements Appendix B.7 Staff Handbook Appendix B.8 Statement of Director Commitment and Responsibilities Appendix B.9 Conflict of Interest Statement Appendix B.10 Diversity Statement Appendix B Operating Plans for Board Relations, Human Resources and Volunteer Services
76The Program Areas Buildings and Gardens Marketing Visitor Experience Business DevelopmentCommunity Education ProgramsScienceAcademic ProgramsLiving CollectionsFinancial Sustainability and Risk ManagementStaff, Volunteers, BoardsInformation Systems
77Information Systems: Overview This area currently falls outside of one committee’s purview. It includes the operational area of Information Systems, under the leadership of the Garden’s C.F.O.
78Information Systems: Vision The Garden’s 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.
79Information 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 Garden’s resources by improving public accessibility and use of the Garden’s databases (when appropriate) and key content;
80Information 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.
81Information 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
82Our contributions are important We are not on Earth to guard a museum, but to cultivate a flourishing garden of life. --Pope John XXIIIEvery blade of grass has an angel that bends over it and whispers, “Grow, Grow.” --The Talmud
83Conclusion “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 service—serving 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.