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Title: GROWING


1
KEEP
GROWING
Strategic Plan 2010-2020 Approved by Board of
Directors, December 8, 2009
2
Today
Our New Strategic Plan
1
The Details
2
3
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.
4
The Staff of the Chicago Botanic Garden December
8, 2009
  • Abbate, Carol
  • Abrahamson, Lynn
  • Affatato, Gina
  • Alcala, Luis
  • Alexiadis, Alexandra
  • Allen, Ellen
  • Alvarado, Blanca
  • Anand, Rita
  • Angell, Gail
  • Ariza, Juan Jose
  • Arkin, Kenneth
  • Arreguin, Jose
  • Arreguin, Marcela
  • Arreguin, Salvador
  • Ault, James
  • Baca, Saul
  • Bakakos, Laura
  • Baker, Cynthia
  • Ball, Stephen
  • 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
5
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
6
The Strategic Plans of the Past Are Still
Relevant Today
  • The goals of the 1995 plan and 2000 update
  • are still relevant.
  •  But the landscape has changed
  • The stature and popularity of the Garden has
    grown
  • The role of botanic gardens has become more
    important
  • Public dialogue is more focused on the
    relationship between humans and our environment.
  • The 20102020 strategic plan is rooted in the
    past, but is informed by this changing landscape.

7
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.

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

9
Committees as of June 2009
10
What Our Plan Is
  • Our plan is a set of guiding principles and
    aspirations. 
  • It is a way to focus the work of staff and
    communicate the Gardens priorities and vision.
  • It is the groundwork for the Gardens annual
    operating plans.
  • The goals of our plan are achievable.

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

12
Our Mission Is Clear and Important
  • It is the mission of the

Chicago Botanic Garden
to promote the
enjoyment, understanding,
and conservation
of plants and the natural world.
13
Our Mission and Plan Are Based on Three Core
Values
Beautiful gardens and natural environments are
fundamentally important to the mental and
physical well-being of all people.
People live better, healthier, and more
satisfying lives when they can create, care for,
and enjoy gardens.
The future of life on Earth depends on the degree
to which humans understand, value, and protect
plants and the healthy habitats on which they
depend.
14
Our Future will be Built on a Strong Foundation
  • The Garden is already one of the great botanic
    gardens of the world.
  • The Garden is known for its
  • Beauty and collections
  • Visitor experience and impact
  • Education and community involvement
  • Plant conservation science.

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

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

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

18
Our Success Depends on Fulfilling the Needs of
Our Customer
HEALTH
EDUCATION
LEISURE
CONNECTION TO NATURE
FAMILY
CREATIVITY
INSPIRATION
19
Our Success Depends on Fulfilling the Needs of
Our Customer
HEALTH
EDUCATION
LEISURE
CONNECTION TO NATURE
FAMILY
CREATIVITY
INSPIRATION
20
Keep Growing
  • For our strategic plan,
  • we have adopted the name
  • Keep Growing
  • We feel this reflects both our need to grow and
    mature and reflects our commitment to help those
    we serve grow,
  • mature, and bloom.

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

22
The Gardens Mission and Values Are Upheld by
Four Program Areas
Buildings and Gardens
Marketing Visitor Experience Business Development
Community Education Programs
Science Academic Programs Living Collections
Financial Sustainability and Risk Management
Staff, Volunteers, Boards
Information Systems
23
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
24
Over the Next Ten Years We Will
  • Deepen our impact across all program areas and
    audiences
  • Broaden our recognition locally, regionally,
    nationally, and internationally
  • Improve the health of our natural world for
    present and future generations
  • Address the risks in our business model to
    ensure our financial strength. 
  • Achieving our strategic and tactical goals will
    enable the Garden to grow from being great to
    being legendary.

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

26
Today
Our New Strategic Plan
1
The Details
2
27
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
28
Buildings and Gardens Overview
  • Plan prepared by the Buildings and Gardens
    Committee includes the operational areas of
    Horticulture Facilities and Planning.

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

30
Buildings and Gardens Goals
  • I.1 The Garden will grow in its role as a model
    for excellence in horticultural design and
    planning
  • I.2 The Garden will consistently maintain built
    infrastructure to high standards, ensuring that
    we leave a strong physical plant as part of our
    legacy
  • I.3 The Garden will thoughtfully advance
    progress to complete the projects detailed in the
    Master Site Plan (created in 1968, updated in
    1997 and 2009). We will continue to adhere to
    the design principles of the 1968 Simonds
    Simonds plan and the architectural vocabulary set
    by 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

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

32
Master Site Plan
33
Buildings and Gardens Supporting Documents
  • Appendix I.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

34
The Program Areas
Buildings and Gardens
Marketing Visitor Experience Business Development
Community Education Programs
Science Academic Programs Living Collections
Financial Sustainability and Risk Management
Staff, Volunteers, Boards
Information Systems
35
Marketing, Visitor Experience, and Business
Development Overview
  • Plan prepared by the Marketing, Visitor
    Experience, and Business Development Committee
    includes the operational areas of Marketing,
    Visitor Programs, Visitor Operations (café, shop,
    private and corporate events, security, visitor
    services), Business Development, and Membership.

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

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

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

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

40
Visitor Experience and Business Development Goals
  • II.7 The Garden will provide a visitor
    experience that revolves around meeting and
    anticipating the needs of its customers.
  • II.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.

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

42
Marketing, Visitor Experience, and Business
Development Supporting Documents
  • Appendix II.1 Chicago Botanic Garden Marketing,
    Visitor Experience, and Business Development
    Vision
  • Appendix II.2 2010 Operating Plans for Marketing,
    Visitor Programs and Operations

43
The Program Areas
Buildings and Gardens
Marketing Visitor Experience Business Development
Community Education Programs
Science Academic Programs Living Collections
Financial Sustainability and Risk Management
Staff, Volunteers, Boards
Information Systems
44
Community Education Programs Overview
  • Plan prepared by the Community
  • Education Programs Committee
  • includes the operational areas of the Center for
    Teaching and Learning (Student, Youth, and
    Teacher programs) and the Center for Vocational
    and Therapeutic Horticulture (Community
    Gardening, Horticultural Therapy).

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

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

47
Community Education Programs Supporting Documents
  • Appendix III.1 Center for Teaching and
    Learning Overview 5-year Goals
  • Appendix III.2 Center for Vocational and
    Therapeutic Horticulture Overview and Goals
  • Appendix III.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

48
The Program Areas
Buildings and Gardens
Marketing Visitor Experience Business Development
Community Education Programs
Science Academic Programs Living Collections
Financial Sustainability and Risk Management
Staff, Volunteers, Boards
Information Systems
49
Science, Academic Programs, and Living
Collections Overview
  • Plan prepared by the Science, Academic Programs,
    and Living Collections Committee includes the
    operational areas of Science, Academic Programs,
    Lenhardt Library, Plant Information, and
    Horticulture, and Plant Collections.

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

51
Science, Academic Programs, and Living
Collections Supporting Documents
  • Appendix IV.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

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

55
Science Supporting Documents
  • Appendix IV.7 Vision for Science Research and
    Capacity Building
  • Appendix IV.8 Annual Science Yearbook (2008)
  • Appendix IV.9 Collections Policy for Dixon
    National Tallgrass Prairie Seed Bank
  • Appendix IV.10 Collections Policy for Nancy
    Poole Rich Herbarium Collection
  • Appendix IV.11 2010 Operating Plan for Science

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

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

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

59
Academic Programs Supporting Documents
  • Appendix IV.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.
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