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KEEP. GROWING. Strategic Plan 2010-2020 Approved by Board of Directors, December 8, 2009. Today. Our New Strategic Plan. 1. The Details. 2. The Garden’s Board of Directors December 8, 2009. LIFE DIRECTORS Marilynn B. Alsdorf William T. Bacon, Jr. J. Melfort Campbell

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Growing

KEEP

GROWING

Strategic Plan 2010-2020

Approved by Board of Directors,

December 8, 2009


Today

Today

Our New Strategic Plan

1

The Details

2


The garden s board of directors december 8 2009

The Garden’s Board of Directors December 8, 2009

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 O’Neil

William A. Osborn

John E. Preschlack

Dain Searle

David Byron Smith

William P. Sutter

Ernest P. Waud III

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. O’Neil

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.

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


The staff of the chicago botanic garden december 8 2009

The Staff of the Chicago Botanic Garden December 8, 2009

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

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

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

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


Strategic planning at the chicago botanic garden

Strategic Planning at the Chicago Botanic Garden

Challenging the Future: Strategies for the 21st Century

December 1995

Bloomin’ Capital Campaign Strategic Plan Update

April 2000

KEEP

December 2009

GROWING


The strategic plans of the past are still relevant today

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.


The goals of the 2010 2020 strategic planning process are

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.


Process

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 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.


Committees as of june 2009

Committees as of June 2009


What our plan is

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 Garden’s priorities and vision.

It is the groundwork for the Garden’s annual operating plans.

The goals of our plan are achievable.


What our plan isn t

What Our Plan Isn’t

Our strategic plan is not a business plan.

It does not set forth many

quantitative 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 goals

of all board committees.

Staff will present annual plans to the board each year.


Our mission is clear and important

Our Mission Is Clear and Important

Chicago Botanic Garden

to promote the

enjoyment, understanding,

and conservation

of plants and the natural world.

It is the mission of the


Our mission and plan are based on three core values

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.


Our future will be built on a strong foundation

Our Future will be Built on a Strong Foundation

The Garden is known for its:

  • Beauty and collections;

  • Visitor experience and impact;

  • Education and community involvement;

  • Plant conservation science.

The Garden is already one of the great botanic gardens of the world.


We are more than just a pretty place

We 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.


We have grown with remarkable speed clarity of purpose in 37 years

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 area—890,000 visitors in 2009;

At 49,000 member households, we have the largest membership of any botanic garden in the world.


Our dream now is to grow from being great to being legendary

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 growingwe 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.


Our success depends on fulfilling the needs of our customer

Our Success Depends on Fulfilling the Needs of Our Customer

HEALTH

EDUCATION

LEISURE

CONNECTION TO NATURE

FAMILY

CREATIVITY

INSPIRATION


Our success depends on fulfilling the needs of our customer1

Our Success Depends on Fulfilling the Needs of Our Customer

HEALTH

EDUCATION

LEISURE

CONNECTION TO NATURE

FAMILY

CREATIVITY

INSPIRATION


Keep growing

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.


Keep growing1

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.


The garden s mission and values are upheld by four program areas

The Garden’s Mission and Values Are Upheld by Four 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


Our program and support areas work together

Our Program and Support Areas Work Together

Buildings and Gardens

Community Education Programs

Financial Sustainability and Risk Management

Staff, Volunteers, and Board

Information Systems

Marketing

Visitor Experience

Business Development

Science

Academic Programs

Living Collections


Over the next ten years we will

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.


We created supporting documents that provide fine levels of detail

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


Today1

Today

Our New Strategic Plan

1

The Details

2


The program areas

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


Buildings and gardens overview

Buildings and Gardens: Overview

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


Buildings and gardens vision

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 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.


Buildings and gardens goals

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 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;


Buildings and gardens goals cont

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 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.


Master site plan

Master Site Plan


Buildings and gardens supporting documents

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.62010 Operating Plans for Horticulture and Facilities & Planning


The program areas1

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


Marketing visitor experience and business development overview

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.


Marketing vision

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 Garden’s marketing efforts will increase loyalty and enthusiasm,

inspiring people to interact with the Garden onsite, online, and at its satellite locations.


Marketing goals

Marketing: Goals

II.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;


Marketing goals cont

Marketing: 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.


Visitor experience and business development vision

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 Garden’s effectiveness at generating loyalty, driving attendance, increasing earned and raised income, and motivating the public to protect nature.


Visitor experience and business development goals

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 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.


Visitor experience and business development goals1

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.


Marketing visitor experience and business development supporting documents

Marketing, Visitor Experience, and Business Development: Supporting Documents

Appendix II.1Chicago Botanic Garden Marketing, Visitor Experience, and Business Development Vision

Appendix II.22010 Operating Plans for Marketing, Visitor Programs and Operations


The program areas2

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


Community education programs overview

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).


Community education programs vision

Community 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.


Community education programs goals

Community 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.


Community education programs supporting documents

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.7 2010 Operating Plan for Community Education Programs


The program areas3

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


Science academic programs and living collections overview

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.


Science academic programs and living collections combined vision

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.


Science academic programs and living collections supporting documents

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


Science vision

Science: Vision

The 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.


Science goals

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 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;


Science goals cont

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 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.


Science supporting documents

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.11 2010 Operating Plan for Science


Academic programs vision

Academic 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.


Academic programs goals

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 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;


Academic programs goals cont

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 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. 


Academic programs supporting documents

Academic Programs: Supporting Documents

Appendix IV.12Collections Policy for Lenhardt Library

Appendix IV.13Overview of Regenstein School and University Partnerships

Appendix IV.142010 Operating Plan for Academic Programs and the Lenhardt Library


Living collections vision

Living 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.


Living collections goals

Living 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.


Living collections supporting documents

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.202010 Operating Plan for Living Plant Collections


The program areas4

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


Financial sustainability and risk management overview

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.


Financial sustainability and risk management vision

Financial 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.


Financial sustainability and risk management goals

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;


Financial sustainability and risk management goals cont

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 Children’s 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 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.8The Garden will deepen its relationships with the State of Illinois, the U.S. Government, and the City of Chicago.


Financial sustainability and risk management supporting documents

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.62010 Operating Plans for Accounting, Development, and Government Affairs


The program areas5

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


Staff volunteers and boards overview

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, Woman’s Board, Guild of the Chicago Botanic Garden, President’s Circle, Human Resources, and Volunteer Services.


Staff volunteers and boards vision

Staff, 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.


Boards of directors woman s board guild and president s circle steering committee goals

Boards 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;


Staff goals

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 Garden’s compensation and employee benefits package will continue to be competitive and consistent with the market.

B.10All 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.11The Garden will better understand the needs of its important Spanish-speaking full-time, part-time, and seasonal staff.


Volunteers goals

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.


Staff volunteers and boards supporting documents

Staff, Volunteers, and Boards: Supporting Documents

Appendix B.1Updated Chicago Horticultural Society By-laws

Appendix B.2Updated Woman’s Board Rules and Regulations

Appendix B.3Updated Guild Rules and Regulations

Appendix B.4President’s 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.112010 Operating Plans for Board Relations, Human Resources and Volunteer Services


The program areas6

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


Information systems overview

Information 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.


Information systems vision

Information 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.


Information systems goals

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 Garden’s resources by improving public accessibility and use of the Garden’s databases (when appropriate) and key content;


Information systems goals1

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.


Information systems supporting documents

Information Systems: Supporting Documents

Appendix C.1    Disaster Recovery Plan

Appendix C.2    Computer Use Policy

Appendix C.3    Privacy Statement

Appendix C.4    2010 Operating Plan for Information Systems


Our contributions are important

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


Conclusion

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 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.


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