GROWING

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KEEP
GROWING
Strategic Plan 2010-2020 Approved by Board of
Directors, December 8, 2009
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Today
Our New Strategic Plan
1
The Details
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The Gardens 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
ONeil William A. Osborn John E. Preschlack Dain
Searle David Byron Smith William P. Sutter Ernest
P. Waud III

• 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

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.
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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

• 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

• 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

• 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

• 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

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
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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
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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 20102020 strategic plan is rooted in the
  past, but is informed by this changing landscape.

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The Goals of the 20102020 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.

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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.

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Committees as of June 2009
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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.

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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.

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Our Mission Is Clear and Important

• It is the mission of the

Chicago Botanic Garden
to promote the
enjoyment, understanding,
and conservation
of plants and the natural world.
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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.
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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.

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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.

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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.

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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.

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

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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.

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

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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

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Today
Our New Strategic Plan
1
The Details
2
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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
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Buildings and Gardens Overview

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

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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.

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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

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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.

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Master Site Plan
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Buildings 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.6 2010 Operating Plans for
  Horticulture and Facilities Planning

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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
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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.

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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.

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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

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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.

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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.

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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.8 All 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.

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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.

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Marketing, Visitor Experience, and Business
Development Supporting Documents

• Appendix II.1 Chicago Botanic Garden Marketing,
  Visitor Experience, and Business Development
  Vision
• Appendix II.2 2010 Operating Plans for Marketing,
  Visitor Programs and Operations

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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).

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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.

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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.

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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.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.7 2010 Operating Plan for
  Community Education Programs

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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.

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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.

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Science, 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

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

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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.

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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

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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.12 Collections Policy for Lenhardt
  Library
• Appendix IV.13 Overview of Regenstein School and
  University Partnerships
• Appendix IV.14 2010 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.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.20 2010 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.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

67
Financial Sustainability and Risk Management
Goals cont.

• A.4 The Garden will meet annual goals established
  to grow the endowment principal, using a ratio of
  41 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 Childrens
  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 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.8 The 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.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.6 2010 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.10 All 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.11 The 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.1 Updated Chicago Horticultural
  Society By-laws
• Appendix B.2 Updated Womans Board Rules and
  Regulations
• Appendix B.3 Updated Guild Rules and Regulations
• Appendix B.4 Presidents 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.11 2010 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.4    2010 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.