STRATEGIC PLAN MAY 20 2016 1
CONTENTS Introduction...5 Mission & Vision...6 Vision Themes... 8 Core Values... 13 Platforms of Execution... 16 Areas of Strategic Focus...17 Execution Matrix... 19 Key Goals... 20 Credits... 30 2 3
When The Holden Arboretum & Cleveland Botanical Garden began to consider joining forces, what excited us most was the prospect of impacting our world in ever more meaningful ways. When one tugs at a single thing in nature, he finds it attached to the rest of the world. John Muir We already shared strong strategic alignment, more than even we realized at first. So our challenge was to focus ourselves, to select from an infinite number of possible aspirations and roles we might play to realize those aspirations. The result is what you are about to read, our first unified strategic plan. We present our vision for the future: the future of our new organization, and the future of the world Northeast Ohio, the Great Lakes region, and beyond that we seek to engage. The process itself was especially gratifying, not only for the fresh and creative ideas we heard and generated, but also for confirming that we have a wealth of present and potential partners and stakeholders who share our ambitions, and with whom collaboration will yield our greatest successes. Around two hundred workshops and interviews laid a foundation of what I called high-grade ore, the ideas and observations we would mine in succeeding months to create our plan. As the ideas gelled, our plan benefited from thoughtful participation by our organizations staff, directors, and stakeholders, especially as we made the tough choices that are the hallmark of any successful plan: strategic focus. Special recognition is due our friends at Smithink, Linda and David Smith, for facilitating such a rational and well-ordered process. We are the only public garden organization with such significant footprints and opportunities in both urban and exurban settings: the botanical garden, set in a remarkably vibrant cultural center, Cleveland s University Circle; and the arboretum, 3,600 acres of ecologically diverse natural areas, large-scale gardens, research plots, and scientifically curated collections of woody plants. Our outward perspective shines through our vision statement, which is not a vision for our organization per se, but rather our vision for the world we will help create, and that we will celebrate as it evolves through our work and leadership. As the years unfold, we look forward to our communities becoming ever greener and more vibrant, and our native forests regaining and retaining their unique, diverse character. Our human and natural worlds are becoming increasingly dynamic, from societal evolution to changing climate to globalization of cultures and biota. It is that context that makes our work, and that of everyone who shares our aspirations, so important and urgent. Thank you for sharing our vision, and for being part of our great enterprise. Gratefully yours, Clement W. Hamilton, Ph.D. President and CEO 4 5
Our Mission Our Vision Advance and inspire a deeper understanding of plants to enhance life. Vibrant green communities and diverse native forests of the Great Lakes region will flourish and sustain life. Advance to create knowledge; to take a leadership role inspire to engage and foster an appreciation in others deeper understanding research, education, understanding of sustainability issues inspire a deeper understanding opportunity for creativity in how we share our knowledge; sharing the vital importance that plants have to all life to enhance life rich destination and outreach experiences that engage and enlighten; to have a lasting and positive impact on the life of all living beings Vibrant green communities environmentally balanced and sustainable ecosystems from urban to rural and from grassland to forest based on sound, scientifically-based practices diverse native forests biodiversity and genetic diversity with native integrity of all plant life Great Lakes region the stage on which we will provide influence and have our most direct impact flourish and sustain life... that can be sustainable in a regionally relevant and responsible manner; enrich the life of all living beings 6 7
Our Vision Themes These guide our priorities and represent the content we will focus on and the impact we intend to achieve. Our Vision Themes Biodiversity Green Infrastructure DEFINITION: The variety of life on Earth at all levels. Includes variability within species, between species and between ecosystems. Also includes genetic variation, morphological and functional variation within and between species, and ecosystem variation. WHY IT S IMPORTANT: It underlies the stability of ecosystems and ecological services. Providing clean air, clean water, maintenance of soil fertility, and habitat for plant and animal life. WE WILL: Conduct impactful ecological research. Improve and utilize our collections, gardens, and natural areas. Conduct plant and environmental science education for K-12 students. DEFINITION: The interconnected network of open spaces and natural areas. Includes greenways, wetlands, parks, forest preserves and native vegetation to naturally manage storm water, reduce the risk of floods, capture pollution, improve water quality and mitigate climate change. WHY IT S IMPORTANT: It builds resilient communities through plant-based solutions. These are often more cost-effective and capable of meeting social, environmental and economic objectives than grey infrastructure. WE WILL: Document and advocate for the functional importance of trees and other plants. Demonstrate effective green infrastructure, both on- and off-campus. Offer technical expertise and partnership to decision-makers and engineering professionals. 8 9
Our Vision Themes Our Vision Themes Sustainable Land Use Plant & Environmental Literacy DEFINITION: The integration of the management of land and water resources. While protecting ecosystem services with increasing demands for food, fiber and housing resulting from rapidly growing populations. DEFINITION: A population that has awareness, understanding, knowledge and desire. They incorporate appropriate environmental considerations into their daily decisions about individual and community lifestyle, thereby positively impacting the world around them. WHY IT S IMPORTANT: Improper land management leads to ecological degradation. And a significant reduction in the productive ecosystem service functions of our watersheds and landscapes. WE WILL: Foster sound forest management practices and sustainable utilization from logging to forest farming to recreation by forest landowners, both private and public, and restore, improve, and interpret Holden s forests as demonstration landscapes. Promote food production in both urban and natural environments. WHY IT S IMPORTANT: It s critical to long term success in the achievement of an ecologically healthy and sustainable environment. This requires helping citizens of all ages, economic and social groups, from urban to rural, to achieve higher levels of plant and environmental literacy. WE WILL: Conduct school and community youth education programs. Interpret our gardens, forests, plant collections, exhibits and special events to advance community knowledge. Be an active and credible source of information on plant-related topics most relevant to our mission. 10 11
Our Core Values Define our work culture and how we go about our work A basis for consistency and accountability A guide for our actions when choices are unclear A source of inspiration, motivation & pride Serve to galvanize us into action Influence our strategic planning Maintain our organization s long-term integrity 12 13
Our Core Values Our Core Values Cultural Values Business Values Beauty We inspire and engage our guests through the creation of beautiful displays to advance a deeper understanding and appreciation of plants that enhance and sustain life. We promote beauty through our outreach efforts with offcampus plantings and demonstration gardens. Trust We are committed to an environment of trust, transparency and honesty. We trust one another to be reliable and dependable and demonstrate good judgment. We believe trust is earned through honesty, selflessness, open communication, credibility and reliability. Integrity We demonstrate high standards, objectivity, ethical conduct and the exercise of good judgment in all our actions and communication. We respect intellectual freedom. We conduct ourselves in a professional manner and we are courteous and respectful of one another and of everyone in our extended community. Respect We respect and cherish the diversity of all people and biodiversity within the natural world. We treat each other with respect. We seek to increase our key constituencies respect for our history, our contributions to the community and commitment to our Mission. Collaboration We proactively communicate and collaborate with one another to become a single organization that strives for positive outcomes in all our endeavors. We collaborate through engagement with our community, partners and key constituencies to achieve our Mission. Leadership We demonstrate strong, effective leadership within our industry and among our peers. We lead collaborative efforts with partners, including those outside of our industry. Excellence We hold ourselves to high standards in everything we do. Our delivery upon excellence contributes to a positive and continually enhanced image of our organization. Innovation We embrace innovation and creativity in the experiences we offer our visitors, our programming content, our science-based inquiries, and the manner in which we inspire an appreciation and understanding of plants. Fiscal Responsibility We are strongly committed to fiscal responsibility to maintain a sustainable operation in pursuit of our Mission. We are responsible stewards of our resources. We operate in compliance with all commonly accepted business standards and practices. Accountability We hold ourselves accountable to the organization and to each other. We empower one another to use good judgment in allocating resources appropriately and in the best interest of the organization. We are committed to a policy of transparency through all communication and our actions. 14 15
Platforms of Execution Advancing Our Mission And Ultimately Creating Impact 5 areas of Strategic Focus Basis Of Identifying Key Strategic Goals Attract & Engage Audiences We will attract targeted audiences in a manner that is both relevant to them and that engages them, whether it be the experiences we create (and provide) on our campuses, our outreach efforts, our various forms of communication, our research or even our approach to long term planning. Advance & Share Knowledge A core, unique and powerful strength of our organization is our base of knowledge and our ability to share it. Building upon this base with further research, and sharing our knowledge with the audiences we attract and engage, is foundational in advancing our Mission. Demonstrate & Inspire Action Nationally Recognized Research Compelling & Relevant Destinations Outreach with Impact Distinctive Image A critically important dimension of our Mission is to create an impact. While in some cases the impact may result from our research and/or work that we directly undertake, the power of demonstrating and inspiring others to take action will exponentially increase the impact we desire to achieve. Long Term Planning & Perspective 16 17
Execution Matrix Combining our Platforms of Execution and Areas of Strategic Focus helps define our rationale and guide us toward our Strategic Goals. Attract & Engage Audiences Platforms of Execution Advance & Share Knowledge Demonstrate & Inspire Action Compelling & Relevant Destinations Connect target audiences with experiences that immerse, engage and inspire a passion for plants and a desire to contribute to a more sustainable environment. Areas of Strategic Focus Outreach with Impact Nationally Recognized Research Distinctive Image Lead and contribute, in the Great Lakes region, toward creating and stewarding green communities and healthy diverse forest ecosystems. Conduct research in plant and environmental sciences of direct and indirect application; be active in the scientific community and foster the next generation of scientists. To be recognized as a significant cultural institution that advances knowledge in plants and environmental sciences, inspires through experiences and positively impacts life. Long Term Planning & Perspective To guide effective, focused decision-making and allocation of resources toward a sustainable operation. 18 19
Identification of Key Goals Compelling & Relevant Destinations EDUCATE Strengthen educational content in all dimensions at both campuses. INSPIRE Inspire visitation and guest engagement through the beauty and quality of our displays at both campuses. ENRICH Elevate the on-campus guest experience with a higher level of immersion and more personalized interactions. CONNECT Develop a portfolio of experiences to make visits compelling 12 months of the year to one or both of our campuses. C A L G O S S T R A T E G I Rationale: Connect target audiences with experiences that immerse, engage and inspire a passion for plants and a desire to contribute to a more sustainable environment. 20 21
Identification of Key Goals Outreach with Impact EDUCATE Enhance and create offcampus educational programs that have the ability to increase impact. ADVOCATE Advocate for the importance of plants, gardens and forests to the general public and to decision-makers. PARTNER Extend impact on the Great Lakes region by creating and leveraging strategic partnerships. PACKAGE & TARGET Package the unique skills and knowledge of the organization and strategically disseminate to targeted audiences. C A L G O S S T R A T E G I Rationale: Lead and contribute, in the Great Lakes region, toward creating and stewarding green communities and healthy diverse forest ecosystems. 22 23
Identification of Key Goals Nationally Recognized Research ADVANCE Use our collections, natural areas, field sites and archived data to advance our understanding of plant and environmental science. CONDUCT Conduct research that contributes to our understanding of how forest ecosystems are affected by biotic and abiotic alteration of the environment. IDENTIFY Conduct research that contributes to our understanding of biotic and abiotic stress tolerance in plants and identifies new plants with useful adaptations to changing environments. MENTOR Contribute to the education and training of the next generation of scientists by providing mentoring experiences and training opportunities. COLLABORATE Collaborate with other partner institutions to complement and strengthen our research activities. CONTRIBUTE Conduct research that contributes to our understanding of plant-soil ecological processes and how biotic and abiotic factors affect these relationships. C A L G O S S T R A T E G I Rationale: Conduct research in plant and environmental sciences of direct and indirect application; be active in the scientific community and foster the next generation of scientists. 24 25
Identification of Key Goals Distinctive Image DIFFERENTIATE Distinguish how experiences at our campuses are different from experiences in other woodland or garden environments. LEAD Create a nationally recognized Center for plant and environmental science research. ENRICH Be recognized as a cultural institution that plays an important social role and enriches the communities in our region. DEFINE Define the brand identity of the organization, demonstrate its relevance and importance to the community and region. ENDORSE Work with Green Industry to create Holden Endorsement of certain plants. C A L G O S S T R A T E G I Rationale: To be recognized as a significant cultural institution that advances knowledge in plants and environmental sciences, inspires through experiences and positively impacts life. 26 27
Identification of Key Goals Long Term Planning & Perspective INTEGRATE Achieve full integration of the organization. PLAN & PRIORITIZE Develop a multi-year business plan that leads to a balanced revenue portfolio, long term sustainability and offers the opportunity for growth. FOSTER & ENGAGE Foster enhanced engagement with the Board toward advancement of the Strategic Plan and its goals. ALIGN Generate a meaningful capital plan and master plans for each campus that align with the Strategic Plan and its goals. ATTRACT & RETAIN Establish a long term Staffing Plan that attracts and retains quality staff. C A L G O S S T R A T E G I Rationale: To guide effective, focused decision-making and allocation of resources toward a sustainable operation. 28 29
Thank You Over 9 months in developing this Strategic Plan we engaged a diverse group of stakeholders. We consulted with over 200 people in our community and beyond and would like to thank them for their insights and continued interest in collaborating with us to move our strategic action plans forward. Board of Directors Donors Staff Volunteers Foundations Elected Officials Community Partners Horticulture Industry and Agencies Arborists Ecological Industry and Agencies Educators Research Collaborators Museums and Peers Garden Clubs and Affiliates 30 31
THE HOLDEN ARBORETUM 9550 SPERRY RD, KIRTLAND, OHIO 44094 440.946.4400 EXT. 224 HOLDENARB.ORG CLEVELAND BOTANICAL GARDEN 11030 EAST BLVD, CLEVELAND, OHIO 44106 216.721.1600 CBGARDEN.ORG Our Mission: Advance and inspire a deeper understanding of plants to enhance life. Our Vision: Vibrant green communities and diverse native forests of the Great Lakes region will flourish and sustain life. 2017 Holden Forests & Gardens and the related logo is a trademark owned by The Holden Arboretum. Holden Forests & Gardens is a collaboration between affiliates, The Holden Arboretum and the Cleveland Botanical Garden, Ohio nonprofit corporations.