Unearthing Our Potential Strategic Plan

Transcription

1 Unearthing Our Potential Strategic Plan March 14, 2016

2 TABLE OF CONTENTS Executive Summary Background and Introduction Vision and Mission Core Values Vision of Success Goals and Objectives Expand the Garden s horticulture collections, documentation, and research Expand the Garden s commitment to formal and informal education Develop and support the people who work at the Garden Develop optimal business plans, operations and assets - property, facilities, funds, programs, and revenues Strengthen and enhance the Garden s community engagement through leadership, partnerships, projects, communications, and events Continue transitioning the Lewis Ginter Nature Reserve into the fold of the Garden Page 2 of 19

3 APPENDICES Garden Recognition and Awards By The Numbers Master Site Plan (To Be Determined) Page 3 of 19

4 UNEARTHING OUR POTENTIAL Executive Summary 2015 was a year of change for Lewis Ginter Botanical Garden ( the Garden ). The Board of Directors adopted a member Expectations Statement and enhanced its committee structure. But most importantly, the Garden underwent a leadership transition with the retirement of President and CEO Frank Robinson after 23 years of extraordinary service. Through Frank s vision and leadership, the Garden grew from a local attraction to a nationally recognized garden. One of our honors includes being voted by USA Today readers in 2014 as the Second Best Public Garden in North America. This Strategic Plan outlines goals for the next chapter of the Garden s history. It includes two strategically important elements: the continued transition of the Cosby property, identified as the Lewis Ginter Nature Reserve ( LGNR or Reserve ) into our fold; and completion of the Garden Expansion Master Site Plan ( Master Site Plan ). In late 2014, the draft conceptual Master Site Plan was produced through a Board and staff collaboration with Julie Moir Messervy Design Studio (JMMDS) and 3north. While briefly on hold, the Master Site Planning process has been re-ignited for completion in A botanical garden is defined as an establishment where plants are grown for display to the public and often for scientific study. Everything else we do reflect our desire to maintain and improve upon this foundation. We strive to attract, cultivate, teach, enrich and inspire the Garden s guests, members, volunteers, friends, patrons, board, and staff members. Accordingly, the over-arching themes in this Strategic Plan and the Master Site Plan are: Collections-based horticulture and display Beautiful and compelling landscape and structural design Diverse, multigenerational education and engagement Broad engagement with our Community Demonstrated dependence on plants for basic human needs Importance of resilient ecological and organizational systems Our Strategic Plan is a living document that is reviewed annually and updated as needed through the Planning Committee with approval from the Executive Committee and Board of Directors. And so we begin Unearthing Our Potential the next chapter in the Garden s evolution. Welcome, we have prepared all of this for you. LGBG Staff Directors Page 4 of 19

5 BACKGROUND AND INTRODUCTION Lewis Ginter Botanical Garden s history begins with the generosity and vision of our first benefactor, Grace Arents, the niece of the 19 th century businessman and philanthropist Lewis Ginter. In 1913, Grace purchased the abandoned Lakeside Wheel Clubhouse and its 10 acres in Henrico County from the Lewis Ginter Land and Improvement Company. Before long, she expanded her farm, now named Bloemendaal (Valley of Flowers, after an ancestral Dutch town), to 73 acres and a number of support buildings. In 1926 Grace died, and through her will bequeathed Bloemendaal Farm and an endowment of $100,000 to the City of Richmond for a public park and botanical garden to be named for her late uncle. Grace gave life rights to her companion Mary Garland Smith, and when Mary Garland died in 1968, Bloemendaal became the responsibility of the City of Richmond s Department of Parks and Recreation. The City investigated several plans for a botanical garden, but none came to fruition. In the early 1980 s, members of the Richmond Horticultural Association gathered a dedicated group of botanists, horticulturalists, and concerned citizens in order to uphold the terms of the Grace Arents bequest. In 1984, when the Garden was organized and chartered, the property was largely untended and the few buildings on site were suffering from age and neglect. It took three years to open to the public and the handful of staff had their pay recorded in cursive in a bound ledger. After thirty-two years of rapid growth, the Garden now encompasses 82 acres, 4 lakes, 5,500 unique genera of plants within 15 distinct outdoor gardens, and 11 major buildings including a conservatory, greenhouse and herbarium. Annually we teach and engage over 18,000 students in 850 education programs. Each year this cadre of identified learners is just a fraction of the 350,000 annual visitors who learn year-round what a garden can mean for the body and spirit as well as the mind. In recent years the Garden has been honored with inclusion in a number of top ten lists for botanical gardens in North America. For the 615 volunteers, 72 full-time staff, and numerous patrons and allies, the honors spur continued commitment and effort. Major initiatives in the last five years include: Renovation of Central Garden, Massey Greenhouse, Grace Arents Garden, Robertson Pavilion and Carriage House breezeway Installation of Fountain Garden, Bragdon Daffodil Garden, Cherry Tree Walk, Lake Sydnor docks, Dot s Garden and Morton Native Plant Garden Community engagement through community projects, Beautiful RVA collaborative, popular exhibits and the Free Fourth of July Deed to an 80-acre Hanover county satellite property, the Lewis Ginter Nature Reserve. Page 5 of 19

6 OUR VISION AND MISSION Vision Our Vision builds upon our accomplishments and expanded presence and responsibility as we have transformed from a local attraction to a national place of excellence. Through botanical, horticultural and educational excellence, Lewis Ginter Botanical Garden will reveal the unity and integration of human and plant life, celebrate the fundamental significance of the natural world, and enrich the Community. Mission Our Mission affirms the Garden as a primary resource to the Community for learning about the botanical world its beauty, heritage, and significance to the web of life. Lewis Ginter Botanical Garden enlightens, educates and inspires through our outstanding horticultural collections and landscape design while advocating for the environment. Tagline Connecting plants and people to improve our Community. Page 6 of 19

7 OUR CORE VALUES The five Core Values of Hospitality, Aesthetics, Responsibility, Innovation and Integrity define the ethos of the Garden and Reserve. Hospitality Invite, welcome, and celebrate individuals from diverse communities as visitors, members, partners, volunteers, and staff. Aesthetics Provide a personal, memorable, and transforming botanical garden experience through a beautiful environment that engages guests, connects them to the plant world, and encourages them to learn, share, and model our horticultural practice. Responsibility Educate the community on the interdependence of human and plant life and the importance of environmental stewardship. Allocate resources for operation, expansion, research, and outreach when proposed programs or projects are considered effective, efficient, and viable. Innovation Inspire guests with evolving garden design, new and creative displays, stimulating programs, and singular events. Expand the influence of the Garden and Reserve through imaginative community partnerships and projects. Integrity Do professional work that is legal, straightforward, honest, upright and fair at all times. Steadfastly honor volunteers and staff who carry the Garden and its mission in their hands. Page 7 of 19

8 VISION OF SUCCESS At Lewis Ginter Botanical Garden, we seek to: Operate an engaging botanical garden and nature reserve that effectively serves the Community by demonstrating the interrelationship of plants and people. (Our Charge) Attract, cultivate, teach, enrich, entertain, celebrate, and inspire a growing and diverse audience of Garden guests, members, volunteers, friends, patrons, board, and staff members. Expand the Garden community to reflect our larger Community. (Our Constituency) Steward and expand inspirationally designed, immaculately maintained and horticulturally significant plant collections in order to display, research and teach: Global plant diversity Specific attributes and benefits of native plants of the Mid-Atlantic Ecologic resilience amidst environmental challenge Horticultural best practices The importance of beautiful and resilient gardens, and The transformative physical, emotional, and spiritual benefits of human interdependence with plants. (Horticulture) Interpret the natural world through innovative and authentic educational approaches, using formal and informal teaching methods and media at the Garden and LGNR and in the Community. Foster a sense of joy and wonder with children and adults alike, cultivating a life-long love of nature. (Education) Engage with our Community to foster an improved regional quality of life through public horticulture, urban greening, and community-based beautification. Be a source of reliable information, a facilitator of dialog, a collaborating partner, and an active promoter and participant in the pursuit of horticultural excellence and beauty. (Engagement) Pursue operational excellence in all we do, embracing prudent management of resources and relationships, high standards of service and strong work ethic. Encourage respect, hospitality, capability, creativity, inclusion, and integrity. (Operations) Advocate for human health, well-being, and security through the careful stewardship of our world s limited resources plants, earth, air, and water. (Environment) I always feel better after I ve been to the Garden. Anonymous Visitor Page 8 of 19

9 GOALS AND OBJECTIVES Our goals direct the Garden s botanical, horticultural, design, and educational initiatives. These goals will evolve and be assessed in light of accomplishments, insights gained through experience, exploration and new opportunities. The six goals are presented below followed by supporting objectives and tentative dates of completion in chronological order. Expand the Garden s horticulture collections, documentation and research. Expand the Garden s commitment to formal and informal education. Develop and support the people who work at the Garden. Develop optimal business plans, operations and assets - property, facilities, funds, programs, and revenues. Strengthen and enhance the Garden s community engagement through leadership, partnerships, projects, communications, and events. Continue transitioning the Lewis Ginter Nature Reserve ( LGNR ) into the fold of the Garden. Page 9 of 19

10 GOALS AND OBJECTIVES (CONTINUED) Expand the Garden s horticulture collections, documentation and research Complete plantings and installations for Morton Native Plant Garden. (May 2016) Expand and enhance programs to improve and test water quality in and around the Garden and Reserve, remove invasive plants, and mitigate pests through the most environmentally sensitive Integrated Pest Management ( IPM ) techniques. (June 2016 and ongoing) Renovate Luck Memorial Garden. (September 2016) Expand Community Kitchen Garden ( CKG ) and integrate with the newly constructed apiary. Continue to use CKG and Children s Garden as learning tools for issues of food security and safe and sustainable food production methods. (March 2017) Oversee full implementation of the plant database software IrisBG, to include active promotion of web-based Garden Explorer. (September 2017) Identify the next plant collection(s) of focus and update the Living Collections Policy (June 2018) Create multi-year plant accession schedule. (September 2018) Page 10 of 19

11 GOALS AND OBJECTIVES (CONTINUED) Expand the Garden s commitment to formal and informal education Develop new and strengthen current partnerships to add dimension to current programs and increase opportunity for measurable short and long-term outcomes in all program areas including after-school programs. (September 2016) Update the Library s circulation software to provide better functionality and a modern, webfriendly interface. (December 2016) Increase number of children served by expanded professional development offerings that encourage teachers to use their schoolyard and other outdoor spaces to increase student authentic learning experiences while enhancing core curriculum. (September 2017) Continue to build a pipeline for developing future gardeners starting with our youngest visitors to include experiential learning and practical experience and training. (September 2018) Refine methods for identifying, on boarding, training and supporting adjunct faculty and volunteer docents. (December 2018) Pursue new approaches to informal Garden-wide education and guest engagement in collaboration with Master Gardeners and Master Naturalists, to include innovative crossdepartmental collaboration, tests of a mobile education station, and the development and implementation of hands-on, experiential teaching opportunities for guests of all ages. (September 2019) Research and develop alternative virtual tour products that can be delivered to local audiences with limited mobility and interest in Garden experiences. (March 2020) Page 11 of 19

12 GOALS AND OBJECTIVES (CONTINUED) Develop and support the people who work at the Garden Develop and implement strategies and processes to recruit, hire and retain qualified and energetic staff and volunteers from diverse backgrounds representative of our community. (September Ongoing) Continue and expand regular individual professional development, training, and mentoring opportunities for staff members. Enhance and expand team-building training and social events. Formalize and document quarterly and annual programs. (September Ongoing) Formalize and document the Garden s internship program. (March 2017). Pursue opportunities to provide training, compensation, housing, travel, etc. (September 2018) Assure budgets include regular Cost of Living Allowances ( COLA ) increases for Category 1 and 2 full- and part-time staff. Periodically review employee benefits and maintain funding for current benefits. (December Ongoing) Develop and document departmental succession plans, short term and long term, which guide training and professional development efforts and include restructuring needs to prepare the organization for growth and leadership transitions. (March Ongoing) Review and enhance as necessary volunteer structure, training, assessment and recognition. (December 2019) Research and pursue both internal and external opportunities for staff exchanges to further development and growth. (March 2020) Page 12 of 19

13 GOALS AND OBJECTIVES (CONTINUED) Develop optimal business plans, operations and assets property, facilities, funds, programs, and revenues Plan and facilitate Intangible Qualities ( IQ ) process with key constituents (Board/Donors/Staff) to discern themes that will inform the Master Site Plan design and programming. (February 2016) Develop Master Site Plan project prioritization schedule with appropriate input and documentation. (April 2016) Develop case statements for two or three Master Site Plan priority projects including schematic designs, opinions of probable cost, collections and educational programming, impact summaries for visitation, revenue, operations/facilities, staffing support, equipment inventory, etc. (May 2016) Complete a conceptual Master Site Plan that integrates existing gardens and LGNR as well as programs and facilities with initiatives to expand collections, build capacity and provide educational opportunities for all guests. (June 2016) Complete and obtain Board of Directors approval on the Master Site Plan and two to three priority projects. Begin work accordingly. (June 2016) Complete work on the Garden s brand identity update and integration with LGNR and community engagement initiatives. (June 2016) Expand planned giving and annual fundraising initiatives to further support current operations and future aspirations. (December 2016 and Ongoing) Fundraise for the approved Master Site Plan projects in addition to annual financial goals. (December 2016) Establish strategic endowment growth objectives. (March 2017) Approve final Investment Policy Statement. Confirm managers of endowed funds. (March 2017) Ensure the near-term and long-term financial viability of the Garden (March 2016 and on) Page 13 of 19

14 GOALS AND OBJECTIVES (CONTINUED) Develop optimal business plans, operations and assets property, facilities, funds, programs, and revenues (Continued) Review facility rental and concession model for support of the Garden s Mission. Establish and document criteria for pro bono space policies, which include time limits to allow more fluidity in measuring changing needs, value exchanges that increase opportunities to expand relationships with other groups, communities and organizations. (March 2019) Research and pursue technology that ensures all departments are supported with updated, efficient, and effective systems to allow for best work. (June 2020) Page 14 of 19

15 GOALS AND OBJECTIVES (CONTINUED) Strengthen and enhance the Garden s community engagement through leadership, partnerships, projects, communications, and events Continue to serve a leadership and communication role in the Beautiful RVA collaborative network and develop its brand position and Web presence. (January 2016 ongoing) Enhance Summer Exhibits Butterflies LIVE! (March 2016 March 2020) Implement Nature Connects LEGO Exhibit (June 2016) Complete the Community Greening ToolKit as an on-line set of resources for urban greening projects. (September 2016) Review, revise and communicate the Ten Guiding Criteria for Partnership Formation (December 2016) Train and deploy the first cohort of Ginter Urban Gardeners to serve as volunteer project managers for community-based projects. (March 2017) Identify and execute two off-campus sites for LGBG-led Community Work Days to increase LGBG s local impact and community visibility. (March 2017) Strengthen the Garden s stature by engaging Community and Corporate leaders in a variety of ways to include service on the Board of Directors. (December 2017) Expand, document, fund, staff, and continuously assess the model for determining and implementing seasonal major exhibits (e.g., June 2018 Origami in the Garden) and special events, to include the process for suspending or retiring less effective programs. (June 2018) Advocate for extension of public transportation to the Garden. (September 2020) Page 15 of 19

16 GOALS AND OBJECTIVES (CONTINUED) Continue transitioning the Lewis Ginter Nature Reserve ( LGNR ) into the fold of the Garden Continue working with the Cosby family to further transition of the property. (January 2016 ongoing) Develop risk management scenarios and plans regarding LGNR (June 2016) Develop specific goals and objectives to: Continue communications with LGNR neighbors and Hanover County officials. (September 2016) Provide for professional training for LGNR staff and volunteers. (December 2016) Develop and test a stewardship budget and protocol for LGNR. (March 2017) Actively recruit a volunteer base. (September 2017) Expand and enhance LGNR s horticulture collections, documentation and research. (September 2019) Research initial opportunities for formal and informal education. (September 2020) Develop a plan for use of the property in the best interests of the Cosby family and the Garden. (December 2018) Page 16 of 19

17 APPENDICES Table of Contents Garden Recognition and Awards By The Numbers Master Site Plan (To Be Determined) Page 17 of 19

18 GARDEN RECOGNITION AND AWARDS Voted number four among Nation s Best Botanical Gardens (USA Today; 10Best Botanical Gardens, 2016) Voted number two among America s Best Public Gardens (USA Today; 10Best Public Gardens, 2014) Best Botanical Gardens in the U.S. (Travel Channel, 2013) Top 10 North American Gardens Worth Travelling For (Canadian Garden Tourism Council/BBCTravel, 2013) Selected number one amongst the 10 Reasons to be Grateful We Live in Henrico (Henrico Monthly, 2013) Top 5 Museum in the United States (Institute for Museum and Library Services and White House, 2011) Page 18 of 19

19 BY THE NUMBERS Visitors Attendance 386,391 Dominion GardenFest of Lights attendance 90,684 Highest daily attendance (CarMax Free Fourth of July 2015) 7,118 Highest Dominion GardenFest of Lights attendance (December 12, 2015) 5,538 Daily Average 630 Members Adult members 18,643 Member households 11,372 Personnel Number of full-time staff 72 Number of volunteers 615 Number of volunteer hours worked 42,235 Number of equivalent full-time staff with volunteers Communications Education Adult guided tours and group program participants 1,618 Adult education program participants 2,299 Students participating in education programs 13,701 Students in service learning and vocational programs 579 Teachers participating in workshops 326 Horticulture Total accessions 7,592 Total taxa/ unique types of plants 5,312 Total genera 817 Total families 196 Total species 1,728 Total cultivars 3,584 Current total groups of plantings 8,559 Total groups of plantings since ,270 Total website sessions 552,682 Total website users 363,746 Enewsletter subscribers 21,753 Advertising impressions 13,645,465 Social network followers 2,421,499 Page 19 of 19