Tower Hill Botanic Garden Strategic Plan

TOWER HILL BOTANIC GARDEN STRATEGIC PLAN

2020–2025

This strategic plan was developed in partnership with trepwise, a New Orleans-based growth consulting firm with a vision of thriving communities where good ideas spread. trepwise team members Allison Schiller (Engagement Lead) and Lulu Carter (Project Manager) supported this engagement.

table of contents page 4

President’s Letter

page 5

Executive Summary

page 6

Our Process

page 8

Our Vision, Mission, and Values

page 9

Our Theory of Change

page 11

Strategic Pillar: Horticulture

page 13

Strategic Pillar: Leadership

page 14

Strategic Pillar: Engagement

page 16

Bringing Our Plan to Life

page 19

Measures of Success

page 20

Measures of Success: Horticulture

page 21

Measures of Success: Leadership

page 22

Measures of Success: Engagement

page 23

Appendices

page 24

Trend & Innovation Case Studies

page 30

Stakeholder Engagement Themes

President’s Letter At Tower Hill Botanic Garden we are guided by our belief that public gardens are essential; that they play a vital role in the health and happiness of our collective world. In fact, we know that gardens show us the importance of maintaining healthy habitats in our private and public spaces so people, plants, and wildlife are sustainable on this planet for generations to come.

Inspired by our role as horticulturists, educators, and community leaders engaging our many publics, we are pleased to present our strategic goals for the next five years.

We have not produced this strategic plan as a white paper for someone’s office shelf. Rather Tower Hill’s strategic planning process took us a year, carefully involved many parties from the outside and from within asking hard questions and challenging many assumptions. Its objective was to broker a smart purchase on our future, where aspirations kept company with a practical reach. Is it ambitious, of course, but otherwise what would be the point?

Does it leverage our core competencies and our public’s expectations of us, I should hope so. Is it an ode to an even better future for us all, you bet!

With energy and talent, hard work and a ‘no quit’ attitude, this plan asks us all to BELIEVE IN BETTER and to make a realistic pathway to get there. We are serious but grounded; double digging doggedly to get it right; working our intentions like we would work the soil.

Developing this plan involved a great deal of consideration of how best to honor and learn from the past even as we adapt to the future. It will ensure Tower Hill continues to serve as a trusted destination for gathering and for diverse dialogue as well as a source of credible information on horticulture, nature and the environment.

This strategic plan captures all that we aim to do and be as a community, while we build deep connections among people, plants, the environment, and the passions that give us purpose and joy.

At Tower Hill we are committed to transforming lives and communities through the power of nature in an inclusive environment that brings beauty, understanding, and hope to everyone who visits. We view ourselves as thought leaders working to champion the environment and protect our horticultural heritage.

The Worcester Horticultural Society began a promise 179 years ago. We intend to keep it.

This plan is an invitation. May all who believe in Tower Hill Botanic Garden please join us.

Dr. James Karadimos President Worcester County Horticultural Society

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Executive Summary Tower Hill Botanic Garden’s Strategic Plan was developed through a careful planning process that was inclusive of our board, staff, visitors, volunteers, and community stakeholders’ voices. Through our engagement of over 1,000 stakeholders, a number of themes emerged. Our stakeholders urged Tower Hill to excel in the fields of horticulture, education, and outreach and challenged us to become thought leaders in these areas. There was a strong focus on developing a meaningful action plan for improving the inclusion, diversity, equity, and accessibility of both our physical gardens and our organization’s culture. There was an overwhelming desire for Tower Hill to educate the public about climate change and resiliency. These themes served as a guide to redefine our mission, vision, and values, giving us an opportunity to better reflect the aspirational vision of our stakeholders. The feedback from the stakeholder engagement process was truly humbling. We learned what Tower Hill means to our constituents, how they value the work we do, how they hold us to a high standard and have high expectations for us to achieve the desired outcomes of this plan.

Our plan is organized into three strategic pillars: horticulture, leadership, and engagement. These pillars allow us to break down lofty desired outcomes into actionable strategies and tactics and then measure our progress based on defined measures of success. This plan pushes us to be better, think bigger, and engage our community more.

This aspirational plan will push our board and staff to improve our horticulture displays as well as strengthen our curatorial practices and develop scientifically significant plant collections. We will increase the number of educational programs we teach and promote best practices related to climate change and sustainability. Our programs will be more inclusive and accessible to our diverse community of learners. We will continue to plant trees throughout the Worcester community, and we will expand our outreach efforts to bring horticulture education to those who can’t visit us.

With this plan as our north star, we will fulfill our mission to create experiences with plants that inspire people and improve the world.

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Our Process

Our strategic planning process began in June 2019 with the election of the Board’s strategic planning committee It ended in July 2020 with the Board’s approval of this plan. The phases of our project were as follows:

June 2019 July 2019 – October 2019 November 2019 – February 2020 March 2020 March 2020 – May 2020 July 2020

Strategic Planning Committee Selection

National Search for Consulting Support and Selection of trepwise Stakeholder Engagement & Industry Research

Board of Trustees & Staff Leadership Strategic Planning Retreat Strategic Planning Working Sessions & Iterative Content Development Strategic Plan Approval

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The strategic planning project was overseen by the Board of Trustees with direct guidance from the Board’s strategic planning committee and the staff leadership team.

Board of Trustees Patricia Bigelow David Boeri Curtis Falzoi Patricia Gray Abraham Haddad Thomas Halpin M. Howard Jacobson James Karadimos (Board Chair)

David Kirchner John Lee Dix Leeson Richard Leif Michael Machnowski Matthew Mattus Lisa McDonough Satya Mitra Barbara Morse

Dennis Murphy Elizabeth Myska Michael Pagano Martha Pappas Stephen Pitcher Franklin Reece Diane Robbins Kent dur Russell Shirley Williams

Strategic Planning Committee Allen Berry*

Staff Leadership Team Robert Burgess

Thomas Halpin (Committee Co-Chair) James Karadimos Lisa McDonough Dennis Murphy Elizabeth Myska Michael Pagano Franklin Reece (Committee Co-Chair) Kent dur Russell Theodore Shasta*

Jane Ellis Grace Elton, Chief Executive Officer Jessica Pederson Mark Richardson Ruth Seward Herbert Tobin Design Gitanjali ‘Gitu’ Jain

An important element of our process was its user-centricity. Through our stakeholder engagement efforts, we reached over 1,000 individuals both within the Tower Hill community and beyond. Our methods of engagement included: Two Staff Focus Groups One Member & Volunteer Focus Group One Community Advisory Focus Group Nine Interviews with Board & Staff Leadership One Survey to the Board of Trustees One Survey to the Tower Hill Staff One Survey to Tower Hill Members & Volunteers The March strategic planning retreat included both the Board of Trustees and the staff leadership team. Following the retreat, the strategic planning committee and our staff leadership team convened four working sessions to finalize the content of our plan.

We want to give special acknowledgement to the contribution of time and insights shared by the following industry leaders: Brian Vogt, CEO of Denver Botanic Gardens, President of American Public Gardens Association (AGPA) MaryLynn Mack, COO of South Coast Botanic Garden, Vice President of APGA Michael Desplaines, President & CEO of Norfolk Botanical Garden Paul Redman, President & CEO of Longwood Gardens * indicates board emeritus 7

Our Vision, Mission & Values Vision Statement

An organization’s vision statement describes the world that we seek to create as a result of our work. Tower Hill’s Vision Statement is:

Tower Hill envisions a world where people and plants thrive.

Mission Statement

An organization’s mission statement describes the “what,” “how,” and “for whom” of its work – what an organization does, how it does so, and for whom.

Our mission statement is:

Tower Hill creates experiences with plants that inspire people and improve the world.

Our Values

Values statements are the principles that guide an organization’s work, collectively and among individual team members. These values show up in everything an organization does. Our values, listed in no particular order, are:

We value the Art & Science of Horticulture.

We value Lifelong Learning.

We value Environmental Stewardship.

We value Visionary Leadership.

We value Inclusivity.

We value Integrity.

We value Joyful Connections.

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Our Theory of Change A Theory of Change describes a process of planned social change, framing an organization’s desired impact and serving as the link between those outcomes and the strategies or interventions it pursues. The framework for Tower Hill’s Theory of Change is as follows:

Vision: Tower Hill envisions a world where people and plants thrive.

Mission: Tower Hill creates experiences with plants that inspire people and improve the world.

Strategic Pillar I: Horticulture

Strategic Pillar II: Leadership

Strategic Pillar I: Engagement

Desired Outcomes

Desired Outcomes Strategies Measures of Success

Desired Outcomes Strategies Measures of Success

Strategies Measures of Success

As previously established, Tower Hill envisions a world where people and plants thrive, and our mission is to create experiences with plants that inspire people and improve the world. The three strategic pillars, the manners through which we will execute our mission, are Horticulture, Leadership, and Engagement. Through the following pages, we will explore the distinct desired outcomes, strategies, and measures of success associated with each of these pillars.

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STR ATE GI C P I L L A R I

Horticulture Our Strategy

Our gardens and collections are the heart of our organization. We have a long and proud history of celebrating both the art and the science of horticulture.

Through this strategic pillar, we will take our horticultural practices to the next level. We will build a collection of thoughtfully-curated plant material that is both scientifically meaningful and artfully arranged. We will invest in our built infrastructure, pursuing the highest quality of architecture, design, construction, and maintenance. We will continue to celebrate the history of the Worcester County Horticultural Society while we envision a bold future.

As we look to this future, we feel it is imperative to approach our collections through a climate change and resiliency lens. This means weaving sustainable practices through our landscape operations. It means effectively conserving and managing the wild edges that surround our formal gardens. It means pursuing accreditations from SITES and the American Public Gardens Association (APGA), and measuring our success not just by the species in our collection but by the impact of our work on the environment.

Our Desired Outcomes

• Tower Hill advances sustainability and climate resiliency through horticulture operations.

• Tower Hill’s curated collections exhibit creativity, innovation, and beauty.

• Tower Hill creates engaging and enriching experiences for visitors in nature.

Our Strategies

Strategy 1: Benchmark and develop an action plan to improve the sustainability of our landscape operations.

• Tactic 1.1: Convert fossil fuel burning landscape equipment to electric/solar.

• Tactic 1.2: Manage existing gardens and develop new gardens that promote carbon sequestration.

• Tactic 1.3: Sustainably manage water resources, including but not limited to: ○ Eliminating potable water use for irrigation. ○ Employing diverse, innovative stormwater mitigation to demonstrate best management practices.

• Tactic 1.4: Eliminate the use of synthetic fertilizers and employ innovative soil management practices to ensure plant health and minimize pollution. Strengthen organic waste management practices to produce useful end products that enrich soils.

• Tactic 1.5: Source minimally-manufactured and locally-sourced materials (i.e. natural stone, naturally rot-resistant woods) for new and existing gardens.

• Tactic 1.6: Strengthen our use of biological controls to control plant pests and invasive species.

Strategy 2: Develop a thoughtfully-curated, scientific collection of plant material that is artfully arranged.

• Tactic 2.1: Revise the Living Collections Policy to strengthen curatorial practices and establish collections priorities based on collections best practices at peer institutions.

• Tactic 2.2: Develop and pursue specific collections goals to broaden the diversity and strength of the garden’s collections.

• Tactic 2.3: Develop and implement a plant evaluation nursery to assess new germplasm prior to introduction to the garden’s collections and ensure new introductions meet collections and aesthetic priorities.

• Tactic 2.4: Pursue national accreditation through the APGA Plant Collections Network for the Davenport heirloom apple collection in the Frank L. Harrington Sr. Orchard.

Strategy 3: Institute the highest quality of architecture, design, construction, and maintenance in Tower Hill’s built infrastructure.

• Tactic 3.1: Invest in high quality, sustainable materials and craftmanship in new garden construction.

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• Tactic 3.2: Invest in critical infrastructure to improve the maintenance of our gardens.

• Tactic 3.3: Improve the overall aesthetic and visual styles throughout the garden.

• Tactic 3.4: Invest in staff training in designing with plants, in low impact design, and in plant care.

for our natural resource areas, including our managed meadows, woodlands, and wetlands.

• Tactic 4.3: Expand trail system to allow visitor access to more of the garden’s 171 acres.

edges that surround the formal gardens and developed

Strategy 5: Celebrate the Worcester County Horticultural Society’s agrarian history and the history of Carter Farm through plant collections, horticultural displays, and land stewardship practices.

landscapes.

• Tactic 5.1: Restore the Frank L. Harrington Sr. Orchard

• Tactic 4.1: Continue enhancing naturalistic (or

and partner with Old Sturbridge Village to interpret the history of the Davenport collection of heirloom apples.

• Tactic 5.2: Convert a portion of Tower Hill’s vast

Strategy 4: Enhance and steward the managed wild

informal) gardens in the wild edges of our extensive property.

• Tactic 4.2: Create effective management strategies

managed meadows to intentional agricultural displays.

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STR ATE GI C P I L L A R I I

Leadership Our Strategy

As we are investing in our horticultural operations and upgrading our collections, Tower Hill has an opportunity to emerge as a leader in the botanic garden industry. By investing in staff development across the organization, we will deepen the collective knowledge within the organization, allowing us to create new and innovative approaches both for the green industry and for cultural institutions. We will work with industry thought leaders to conduct scientific research and practical projects, therein preparing our staff to be thought leaders and advocates for sustainability and climate resiliency. In convening both professional and lay audiences to explore horticulture as both an art and a science, we will elevate Tower Hill’s profile and reach new audiences with our work.

Our leadership and expertise must extend beyond horticulture. Through the implementation of this strategic plan, we will institute trainings for both the Board of Trustees and our staff in inclusivity, diversity, equity, and accessibility (IDEA).

Our Desired Outcomes

• Tower Hill advances sustainability and climate resiliency.

• Tower Hill’s staff are thought leaders among their peers worldwide.

• Tower Hill defines best practices and creates new approaches for the green industry and cultural institutions.

• Tower Hill is seen as New England’s botanic garden and attracts international attention.

• Tower Hill is recognized as a top 10 botanic garden through popular garden polls.

• Tactic 6.2: Support staff in completing professional development opportunities that expand their practical knowledge base.

• Tactic 6.3: Institute IDEAL training for both staff and Board members in order to create leaders in inclusive workplace culture.

Strategy 7: Cultivate relationships with industry thought leaders both academic and in practice.

Tactic 7.1: Develop relationships with renowned horticulturists and climate scientists.

Tactic 7.2: Conduct and/or support scientific research with university partners.

Tactic 7.3: Engage in practical projects with other botanic gardens and peer institutions.

Strategy 8: Convene key voices across industries on the importance of horticulture as an art and science.

Tactic 8.1: Serve as the gathering space for horticulture, sustainability, and climate resilience conferences.

Tactic 8.2: Develop a speaker series for professional audiences.

Strategy 9: Promote Tower Hill’s work to both professional and lay audiences.

• Tactic 9.1: Showcase staff expertise by presenting lectures at Tower Hill and at off-site symposia.

• Tactic 9.2: Encourage staff to publish research in peerreviewed journals.

• Tactic 9.3: Create media partnerships to highlight Tower Hill’s work and opportunities for lay communities to visit and enjoy our programming.

Our Strategies Strategy 6: Invest in team development and expertisebuilding.

• Tactic 6.1: Encourage staff to join and serve in leadership positions for local, regional, and national professional organizations.

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ST R AT E G IC P IL L A R III

Engagement Our Strategy

While Tower Hill is an organization devoted to horticulture and the natural world, our dedication to people is just as strong. Beyond our commitment to IDEA trainings outlined in the Leadership pillar, we have identified key initiatives that will ensure ours is an organization that is truly able to serve all people. These efforts will include but are not limited to expanding our interpretive media programming, creating and implementing a diversity and inclusion plan, and exploring a transportation assistance program.

Through our engagement efforts, we will work to reach local, regional, and national communities. We are proud of and committed to the Worcester area, and we will continue to look for opportunities to engage more deeply with our neighbors. We plan to increase our engagement across Massachusetts, New England, and the United States by forming deep and meaningful partnerships with community-based organizations, membership organizations, agencies, and municipal boards.

Finally, through our engagement with people in all of these communities, we will teach plant-based solutions to climate change. We will empower people to institute sustainable horticultural practices through training and resources.

Our Desired Outcomes

• Tower Hill enables and empowers people to work for a sustainable future through plant-based solutions.

• Tower Hill invites, includes, and engages all people.

• Tower Hill creates opportunities for individuals and groups to engage with Tower Hill off-site.

• Tower Hill serves existing audiences and grows new ones.

• Tower Hill develops tiered programming that meets the needs of diverse learners.

• Tower Hill maintains its position as an anchor institution in the Worcester community.

• Tower Hill is the go-to regional source for gardening and horticultural resources and knowledge.

Our Strategies Strategy 10: Provide excellent, engaging, and enriching experiences for all people.

• Tactic 10.1: Create and implement an interpretive master plan and expand interpretive media programming.

• Tactic 10.2: Develop exhibitions that are innovative, relevant, and far-reaching.

• Tactic 10.3: Create fun events that spark excitement about plants.

• Tactic 10.4: Attract first-time visitors and participants through on and off-site programming.

• Tactic 10.5: Provide training to Visitors’ Services staff to ensure they are engaged and able to skillfully provide visitors with support and information on programming, membership, and employment opportunities at Tower Hill.

Strategy 11: Engage and support youth and families in lifelong learning.

• Tactic 11.1: Expand youth and family offerings to reach children of all ages and support learning on and off-site.

• Tactic 11.2: Expand and deepen relationships with schools and youth groups through partnerships and targeted curriculum.

• Tactic 11.3: Design programming anchored in the Ramble and the Youth Garden.

• Tactic 11.4: Grow the intern learning program so that it prepares participants for careers in public gardens and related fields.

Strategy 12: Sustain and grow a population of adult learners.

• Tactic 12.1: Develop a user-sourced comprehensive suite of scaffolded programs and regularly evaluate these programs for popularity and efficacy.

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• Tactic 12.2: Offer programming for professional audiences.

• Tactic 12.3: Utilize the living collections to support adult learning.

• Tactic 12.4: Build and package resources for educators.

• Tactic 12.5: Grow our corps of internal and external instructors with subject matter expertise.

Strategy 13: Develop robust resources and tools to further Tower Hill’s commitment to inclusivity, diversity, equity, and accessibility.

• Tactic 13.1: Create and implement a diversity and inclusion plan, defining priority audiences within the following seven dimensions of diversity: race, ethnicity, age, mental and physical ability, sexual orientation, gender identity, and socio-economic status.

• Tactic 13.2: Continue to develop free and low-cost learning opportunities.

• Tactic 13.3: Cultivate a Board of Trustees that reflects the diversity of the Worcester community.

• Tactic 13.4: Engage community leaders representative of our under-engaged groups through the Community Advisory Committee.

• Tactic 13.5: Engage community groups and leaders in building programs based on the intersection of their needs and our resources and mission.

• Tactic 13.6: Investigate means to, and potentially pilot, a transportation assistance program.

Strategy 14: Develop meaningful partnerships in local,

• Tactic 14.1: Develop relationships with the local community as well as with communities regionally and nationally.

• Tactic 14.2: Participate in strategic local outreach events such as tabling events and guest speaking events for other organizations.

• Tactic 14.3: Join and participate in local, statewide, and national membership organizations, agencies, and municipal boards.

• Tactic 14.4: Develop partnership projects with local, statewide, and national community-based organizations.

• Tactic 14.5: Create fun experiences targeted to different communities designed to inspire curiosity about Tower Hill.

Strategy 15: Teach plant-based solutions to climate change and sustainable horticultural practices through our gardens and our programming.

• Tactic 15.1: Interpret plant-based solutions to climate change and sustainable horticulture throughout the Garden.

• Tactic 15.2: Offer programming on plant-based solutions to climate change and sustainable horticulture.

• Tactic 15.3: Develop resources, both virtual and tangible, that help people work towards a sustainable future.

• Tactic 15.4: Engage with community members to teach and to advocate on behalf of plant-based solutions and sustainable practices.

regional, and national communities in order to draw new audiences to Tower Hill.

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Bringing Our Plan to Life

Organizational Implications & Immediate Next Steps

Organizational Implications We have identified ambitious goals across each of our strategic pillars in support of our even more ambitious vision.

Realizing these goals will require thoughtful changes in how Tower Hill operates, from the choices we make in the garden to the programming we design. They will require us to make targeted investments in our staff, our facilities, and our community. The table below represents the specific inputs we believe will be necessary in order to bring this plan to life.

PILLAR Horticulture

INPUTS • Material selection rubric to guide facility development for aesthetics, quality, and durability • Compost facilities to increase sustainable waste practices on-site • Certifications for horticulture staff in horticulture, arboriculture, and design • Restoration of the orchard • Further development of the Inner Park, Shade Garden, Loop Trail, The Summit, and expansion of the trail system to newly acquired and undeveloped property

Leadership

• Memberships for staff in regional and national professional organizations • Professional development opportunities for staff focused on increasing organizationwide leadership skills • IDEA trainings and training materials for both trustees and staff • Partnerships with regional universities, horticulturists, and climate scientists • Performance review rubrics for staff that prioritize leadership development

Engagement

• Increased marketing capacity to promote events and activities • Interpretation and way-finding materials • Processes for evaluating programming and receiving participant feedback • Professional development opportunities for staff focused on community organizing, outdoor instruction, and volunteer engagement • Additional staff support for the outreach team • Free or reduced rate memberships for local, regional, and national community organizations • Partnerships with community organizations, universities, and professional membership groups • Transportation resources for increased community access to Tower Hill

The strategic plan will require a significant time investment from staff and trustees as we work to further our mission and to become New England’s botanic garden. Our strategies will also involve capital investment. We believe that many of the strategic priorities in this plan will be of interest to institutional funders. As such, our development team will be increasing its focus on creating and fostering those relationships.

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Immediate Next Steps Significant time and energy have been invested in the creation of this plan. It is our responsibility to ensure that with the Board’s approval, we are ready to jump into the work of implementation. The specific action items that we will take are as follows: 1. Assign a staff leader to each of the strategic pillars. It will be their responsibility to oversee the execution of this pillar’s strategies.

2. Conduct an organization-wide roll-out of this plan and its priorities to ensure organization-wide buy-in.

3. Set quantifiable goals for each pillar based on the measures of success identified in the following section

and create a scorecard to share with the Board of Trustees when reporting progress against this plan.

4. Embed strategic plan-related goals within each staff leader’s performance measurement goals and trickle those goals down throughout their teams to ensure organization-wide ownership.

These steps are just the beginning. In this plan, we have outlined aggressive goals for the next five years, and we look forward to realizing these goals and bringing our plan to life.

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Measures

of Success

MEAS U R E S O F SU CC ES S

Horticulture

Strategy 1: Benchmark and develop an action plan to improve the sustainability of our landscape operations and facilities.

• The organization’s carbon footprint is quantified and an action plan is developed, funded, and implemented to substantially reduce our carbon footprint.

• When feasible, all fossil fuel burning landscape maintenance equipment (utility vehicles, mowers, handheld power tools, etc.) is replaced with electric equipment. When not feasible because technology does not yet exist (tractors, for example), steps are taken to implement biofuel alternatives to gasoline and diesel.

• New gardens are added that promote carbon sequestration.

• There is an increase in garden management techniques that sequester carbon.

• Action is taken to reduce or eliminate the garden’s dependence on potable water use for irrigation.

• New techniques are implemented for mitigating stormwater and they are interpreted for the public.

• Synthetic fertilizers are no longer used on the property.

• A soil management plan is developed that ensures plant health and minimizes pollution.

• An organic waste management plan is developed and all organic waste is repurposed on site.

• There is an increase in garden materials purchased locally and grown in house.

• There is an increase in garden materials that are minimally manufactured.

• An integrated pest management (IPM) plan is developed for indoor and outdoor gardens.

• An invasive plant management plan is developed for outdoor gardens.

Strategy 2: Develop a thoughtfully curated, scientific collection of plant material that is artfully arranged.

• Collections practices at peer institutions are researched and the Living Collections Policy is revised and reviewed annually.

• A collections statement is developed for the revised Living Collections Policy that broadens and strengthens the diversity of the garden’s collections.

• A plant evaluation and production nursery is developed.

• The Davenport heirloom apple orchard receives national accreditation through the APGA’s Plant Collections Network.

Strategy 3: Institute the highest quality of architecture, design, construction, and maintenance in Tower Hill’s built infrastructure.

• There is an increase in funding to support critical infrastructure for garden operations, such as irrigation, hardscape repairs, and fountains.

• Qualitative and quantitative data shows a high satisfaction rate with the Garden’s built infrastructure maintenance, visual style, aesthetic, and cohesiveness.

• There is an increase in professional development opportunities for horticulture staff focused on designing with plants, low impact design, and plant care.

Strategy 4: Enhance and steward the managed wild edges that surround the formal gardens and developed landscapes.

• New plant collections are added to the naturalistic (or informal) gardens.

• A landscape management plan is developed for our natural areas.

• New trails are added to expand visitor access to more of the garden’s 171 acres.

• Strategy 5: Celebrate the Worcester County Horticultural Society’s agrarian history and the history of Carter Farm through plant collections, horticultural displays, and land stewardship practices.

• The Harrington Orchard is restored.

• New interpretation is developed and installed in the Harrington Orchard.

• There in an increase in acreage of agrarian displays at Tower Hill.

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MEAS U R E S O F SU CC ES S

Leadership

Strategy 6: Invest in team development and expertisebuilding.

• There is an increase in staff serving in leadership positions in local, regional, and national missionrelated, professional organizations.

• There is an increase in the number of staff hours spent on professional development and the number of staff participating in professional development.

• There is an increase in regular IDEA trainings for both board and staff.

• Quantitative and qualitative data shows an increase in staff and Board who think that Tower Hill has an inclusive workplace culture.

• The staff performance review forms are revised and tied directly to strategic pillars.

Strategy 7: Cultivate relationships with industry thought leaders both academic and in practice.

• There is an increase in organizational relationships with renowned horticulturists and climate scientists.

• There is increased Tower Hill participation in the support of scientific research with university partners.

• There is increased in Tower Hill’s property and outreach sites being used to support scientific research.

• There is an increase in the number of projects that Tower Hill completes with other botanic gardens and peer institutions.

Strategy 8: Convene key voices across industries on the importance of horticulture as an art and science.

• There is an increase in the number of meetings and conferences hosted by Tower Hill and focused on horticulture, sustainability, and climate resilience.

• A Tower Hill speaker series for professional audiences is developed, implemented, and underwritten.

Strategy 9: Promote Tower Hill’s work to both professional and lay audiences.

• There is an increase in staff presenting lectures at Tower Hill and at off-site symposia.

• There is an increase in staff publishing research in peer-reviewed journals.

• There is an increase in articles published about Tower Hill.

• There is an increase in the number of times Tower Hill is mentioned in the media.

• There is an increase in visitation at Tower Hill.

• There is an increase in new and renewed memberships purchased.

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MEAS U R E S O F SU CC ES S

Engagement

Strategy 10: Provide excellent, engaging, and enriching experiences for all people.

• An interpretive master plan is developed and implemented.

• There is an increase in first time and repeat visitors.

• Qualitative and quantitative feedback shows that guests are highly satisfied and engaged with exhibitions.

• There is an increase in positive press coverage of exhibitions.

• Visitor operations training is developed and implemented.

• Qualitative and quantitative feedback shows that visitors are highly satisfied with onsite staff interactions.

Strategy 11: Engage and support youth and families in lifelong learning.

• There is an increase in on and off-site youth and family offerings.

• School and youth group bookings continue to increase.

• Programming plans are developed for both the Ramble and youth garden.

• The intern learning program curriculum grows.

Strategy 12: Sustain and grow a population of adult learners.

• The adult education program is evaluated, and a 3-year improvement plan is developed.

• New adult programming is developed based on visitor and student feedback.

• There is an increase in programming geared for professional audiences.

• There is increased participation in adult programming.

• New resources are developed for youth educators.

• There is an increase in internal and external contract instructors who lead adult education programs.

• Qualitative and quantitative data shows a high satisfaction rate with adult education programs and offerings.

Strategy 13: Develop robust resources and tools to further Tower Hill’s commitment to inclusivity, diversity, equity, and accessibility.

• A diversity and inclusion plan is developed and implemented.

• There is an increase in the number of memberships purchased by priority audiences.

• There is an increase in attendance at the Garden by priority audiences.

• There is an increase in free and low-cost learning opportunities.

• The Board of Trustees adds two new board members from priority audiences.

• Many new community groups are engaged through the Community Advisory Committee.

• New programs are co-developed with community groups and leaders.

• A feasibility report is developed on a transportation assistance program.

Strategy 14: Develop meaningful partnerships in local, regional, and national communities in order to draw new audiences to Tower Hill.

• Many new relationships are developed with local, regional, and national communities.

• There is an increase in first-time visitors to Tower Hill.

• There is increased staff participation in local outreach events.

• There is an increase in staff participation in local, statewide, and National membership organizations and municipal boards.

Strategy 15: Teach plant-based solutions to climate change and sustainable horticultural practices through our gardens and our programming.

• New interpretive media and programs are developed which deliver messages focused on plantbased solutions, climate change, and sustainable horticulture.

• New resources are developed that help people work towards a sustainable future.

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Appendices

Trend & Innovation Case Studies Stakeholder Engagement Themes

Trend & Innovation Case Studies Overview

In order to inform the strategic planning retreat in March 2020, trepwise investigated trends and areas of innovation in the botanic garden space. The information that follows was presented to staff leadership and members of the Board of Trustees for discussion and reflection at the retreat.

Learning Objectives UNDERSTAND

IDENTIFY

EXTRAPOLATE

Industry trends and evolution over the past five to ten years as well as up-and-coming trends.

Gardens across the United States that have best embodied those trends and are leading the way in the garden industry.

Key areas for Tower Hill’s leadership to consider in plotting the organization’s future.

Methodology Industry Research Industry Leader Interviews

Trends Investigation

Industry Trends & Opportunities

Reflection Areas for Tower Hill

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Trend & Innovation Case Studies Industry Research

INDUSTRY LEADER INTERVIEWS

TRENDS INVESTIGATION

Four interviews with industry leaders representing the South Coast Botanic Garden, Norfolk Botanical Garden, Denver Botanical Gardens, and Longwood Gardens.

Review of industry and academpublications, including: Sibbaldia: The Journal of Botanic Garden Horticulture; Plants, People, Planet; and Botanic Garden Conservation International.

High-Level Findings

Stakeholder Engagement +

Industry Research

Industry Trends & Opportunities Community Engagement

IDEA Principals

Earned Revenue Streams

Climate Change & Sustainability

Reflection Areas for Tower Hill

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Trend & Innovation Case Studies GARDEN PROFILE: CHICAGO BOTANIC GARDEN | CHICAGO, IL Reflection Areas for Tower Hill

Industry Trend

The Big Idea: Plants power and sustain life.

Community Engagement

Chicago Botanic Garden (CBG) has created a reputation for itself as a garden with a strong connection to its community. Its flagship community engagement program, Windy City Harvest, produces more than 130,000 pounds of fruits and vegetables on 13 urban farms, most of which are located on the near south and west sides of Chicago. Windy City Harvest also produces and distributes Veggie Rx boxes which are prescribed to food insecure patients at risk for diet-related diseases. Additionally, through Windy City Harvest, CBG provides paid, on-the-job training to more than 200 people every year with an 80% job placement rate in food systems jobs post-job training.

Quick Facts Founded: 1972 Membership: 50,000+ Land: 385 Acres Gardens: 27 2018 Revenue: $49.3 M “Chicago is the leader in food access programming. They’ve been doing it longer than anybody.”

Beyond Windy City Harvest, CBG has committed itself to community education through plant-based learning. Reaching over 1 million visitors every year since 2012 and hosting 25,000 students in guided field trips in 2018, programming spans from master gardener certificate programming to yoga in the gardens.

– Brian Vogt, CEO of Denver Botanical Garden, President of APGA

Above: The Chicago Botanic Garden’s “Graham Bulb Garden,” one of twenty-seven gardens and four “natural spaces” operated by the Garden.

Right: The Garden’s “Farm on Ogden” opened in 2018 in the North Lawndale neighborhood of Chicago. The building is the home base for the Windy City Harvest Program.

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Trend & Innovation Case Studies GARDEN PROFILE: DENVER BOTANIC GARDENS | DENVER, CO Reflection Areas for Tower Hill

Industry Trend

The Big Idea: Connecting everyone with plants.

IDEA Principles

Denver Botanic Gardens (DBG) has worked to incorporate the principles of inclusivity, diversity, education, and leadership (IDEA) into its organization for a decade. After a strong board chair who challenged leadership to create “a garden for all,” the Board of Trustees established a diversity committee to drive the work internally. Said CEO Brian Vogt, “We have a Board [comprised of] 40% ethnic minorities and a full range of socio-economic status.”

Quick Facts Founded: 1951 Membership: 40,000+ Land: 24 Acres Gardens: 62 2018 Revenue: $33.2 M “[Denver] is doing amazing stuff.

There’s the rest of us, and then there’s Denver.”

– MaryLynn Mack, COO of South Coast Botanic Garden, Vice

Specific initiatives that DBG has taken to embed IDEA principles in its visitorfacing work include: • A free shuttle program that includes free admission, guided tours, therapeutic horticulture, and other programming to individuals ages 15–54.

• Partnerships with over 40 community organizations across four counties to provide access to the Gardens to those who otherwise might not attend.

• Therapeutic horticulture programs including the Veterans Farm Program and the SPARK! Cultural Programming for People with Memory Loss.

President of APGA

Above: The Denver Botanic Gardens’ Steppe Collection consists of plants from the specific steppe biome and represents plants from every continent save Australia and Antarctica.

Left: Participants in the Denver Botanic Gardens’ Free Shuttle Program pose for a group photo.

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Trend & Innovation Case Studies GARDEN PROFILE: DESERT BOTANICAL GARDEN | PHOENIX, AZ Reflection Areas for Tower Hill

Industry Trend Earned Revenue Streams

Quick Facts Founded: 1939 Membership: 30,000+ Land: 140 Acres Gardens: 5 Garden “Trails” 2018 Revenue: $16.9 M “[Desert] was at a $2.1 M budget when I started, and we took it to a $26*M garden.”

– MaryLynn Mack, COO of South Coast Botanic Garden, Vice President of APGA

The Big Idea: Here to help you enjoy the beauty of the desert.

Between 2004 and 2019, the Desert Botanical Garden in Phoenix, Arizona grew its revenue by more than 500%, reaching almost $17 million in 2019. Former COO MaryLynn Mack credits the growth to an innovative approach to earned revenue. She focused on “stealth education,” creating programming that did not have a direct connection to plants, but which got visitors - and their dollars – through the door.

These stealth education programs include: • Two highly-popular restaurants.

• Art exhibitions, including “Electric Desert | A Light and Sound Experience.”

• The annual Las Noches de las Luminarias, a 29-night holiday event launched in 1978, that now reaches 60,000 visitors and brings $1.6 net revenue.

• A wedding contest valued at $85,000 wherein the winning bride receives a package including a dress, flowers, food, hair and make-up, a spa day, and more.

• A beer garden described as “a vintage urban lounge with a hint of Bavarian influence among the cacti.”

Above: From May 19 – June 6, 2020, the Desert Botanical Garden will be host to Ballet Arizona’s premiere run of The Four Seasons.

Right: Rather than dividing collections into discrete gardens, the Desert Botanical Garden has identified five walking trails. Pictured here, the “Plants & People of the Sonoran Desert” trail highlights plants used by native people for food, medicine, and building materials.

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Trend & Innovation Case Studies GARDEN PROFILE: PHIPPS CONSERVATORY & BOTANICAL GARDENS | PITTSBURG, PA Reflection Areas for Tower Hill

Industry Trend

The Big Idea: Nature and sustainable innovation.

Climate Change & Sustainability

Since the 1990s, the Phipps Conservatory and Botanical Gardens (Phipps) has been committed to reflecting its commitment to the environment in its buildings, operations, and programming. In buildings, Phipps has created spaces that achieve the world’s highest green building certifications, including LEED and the Living Building Challenge.

Quick Facts Founded: 1893 Membership: 30,000+ Land: 15 Acres Gardens: 23 2018 Revenue: $18.3 M “[Phipps] is so far ahead of the game environmentally they put us all to shame.”

– Michael Desplaines, President & CEO of Norfolk Botanical Garden

In operations, waste heat is used to melt snow on pathways; the parking grid for 150 cars uses grass instead of asphalt; and 100% of campus electricity is produced on-site by wind or solar or by purchasing renewable energy credits.

Programming, focusing on human-environment connections and emphasizing the positive actions visitors can take in their own lives, reaches 5,000 adults and 40,000 family groups each year. Through a partnership with Green Power Drive, Phipps offers guests a one-year membership when they switch their home electricity generator to 100% green power during their conservatory visit, reaching over 4,200 families since the program’s launch in 2017.

Above: Phipps Conservatory and Botanical Gardens’ Orchid Room is home to two National Capital Orchid Society-recognized slipper orchids, including the Lady Slipper Orchid, pictured here.

Left: Phipps constructed one of the most sustainable buildings in the world, holding Living Building Challenge certification, LEED Platinum certification, SITES Platinum certification, WELL Building Platinum certification, and BREEAM Outstanding In-Use certification.

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Stakeholder Engagement Themes Overview

In order to inform the strategic planning process, trepwise conducted a multi-channel stakeholder engagement process beginning in November 2019 and concluding in March 2020. The results of the process were presented to staff leadership and members of the Board of Trustees for discussion and reflection at the March strategic planning retreat.

Learning Objectives A clear understanding of the current and ideal role of Tower Hill in the lives of DEVELOP GAUGE

diverse groups of stakeholders.

Tower Hill’s reputation among surrounding communities, including perspectives of users and non-users.

ASSESS

The impact of existing programs and gather insights on opportunities for growth.

CLARIFY

Tower Hill’s value proposition across various stakeholder groups.

Methodology

Stakeholder Engagement Industry Research Focus Groups

One-On-One Interviews

+

Surveys

Industry Leader Interviews

Trends Investigation

Theme & Insight Identification

Strategic Implications For more information on the resources engaged, please refer to pages 7 and 25.

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Stakeholder Engagement Themes High-Level Findings

Stakeholder Engagement Industry Research

+ Theme & Insight Identification Who We Are

What We Need

How We Show Up

Where We’re Going

Strategic Implications

Theme: Who We Are Mission, Vision & Values • Stakeholders noted that the current mission statement could belong to any public garden. From the mission statement, it is not clear what is special or unique about Tower Hill.

• Tower Hill’s full mission does not resonate with many on the Board or staff. ○ Many commented that it is too long, and most use some permutation of “connecting people with plants,” which is taken from the vision statement rather than the mission. ○ Key components of Tower Hill’s work are not included in the organization’s mission, specifically education and inclusivity.

• No stakeholder was explicitly familiar with Tower Hill’s vision. When asked what the vision should be, many spoke to regional leadership.

• When provided with the vision statement, staff noted that it is time-bound and suggested that the language feels exclusionary, specifically “vantage point on the hill.”

• In thinking about what a better vision for Tower Hill might be, stakeholders focused on key themes related to the environment, community engagement, and connection to the natural world.

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Stakeholder Engagement Themes Theme: Who We Are Mission, Vision & Values (continued) • Board and staff generally appreciate the values, though staff shared that the values might be more inspiring as action phrases rather than as nouns.

• Trustees and staff alike agree that ‘joy’ and ‘sustainability’ are Tower Hill’s two most important values.

• Staff members feel that Tower Hill is missing values around engagement, accessibility, leadership, and curiosity.

• Survey participants noted missing values related to diversity, accessibility, and community.

Question: On a scale of 1 to 5, where one means “very poorly” and five means “excellent,” how well does Tower Hill live these values?

VALUE

Members Said:

Trustees Said:

Staff Said:

Avg. Score:

Learning

5

4

4

4.3

Stewardship

5

4

4

4.3

Sustainability

4

4

3

3.6

Inclusivity

4

4 Identification Theme & Insight

4

4.0

Joy

5

5

4

4.6

Excellence

5

5

4

4.6

Leadership: Board of Trustees • When asked why they serve on the Board of Trustees, members highlighted: ○ Commitment to the gardens and Tower Hill as an organization. ○ Dedication to the environment and educating others about climate change. ○ Importance of Tower Hill as a key institution in Worcester.

• Stakeholders spoke highly of trustees’ commitment to Tower Hill. They were described as encouraging and supportive of new initiatives the staff want to try. ○ One board member noted that their engagement is motivated by the desire to “cross the bridge” and go from being a “cute regional garden” to an organization that makes a difference.

• There is a lot of energy around increasing the diversity of the board member profile. When asked for specific criteria, stakeholders highlighted race, age, and geographic diversity as priorities.

• In survey feedback, trustees agreed or strongly agreed with the statements: ○ “I feel my Board service is valued by Tower Hill.” (94%) ○ “I feel I am part of a team at Tower Hill.” (84%) ○ “I feel I have grown as a result of my time on the Worcester County Horticultural Society Board of Trustees.”

(95%) ○ “I am happy with my experience as a trustee of the Worcester County Horticultural Society.” (89%) 32

Stakeholder Engagement Themes Theme: Who We Are Leadership: CEO & Senior Leadership • Grace’s leadership was time and again highlighted as a strength for Tower Hill by staff, board members, volunteers, and community members alike. ○ Said one employee, “Grace spends a lot of time thinking about how to make Tower Hill a better place for employees.”

• Board members observed that Grace has hired great new talent into key leadership positions. ○ They identified a concern around what it will require to retain this talent at the leadership level and throughout the organization. ○ Staff pay was repeatedly identified as an area of opportunity across all levels of the organization by Board members and employees alike.

• With a great leadership team in place, there are questions as to how much authorship they have over Tower Hill’s future. Questions arose specifically around whether the Board is open to changes to the Master Plan.

Internal Culture • Tower Hill’s highly skilled and knowledgeable staff was routinely identified as the organizations greatest strength. ○ Staff survey participants routinely identified their co-workers as their favorite aspect of Tower Hill. ○ The horticulture staff, in particular, was recognized for their talent and dedication.

• Even without a clear mission and vision, staff feel generally aligned with where the organization is headed.

• One long-time employee suggested Tower Hill has been part of a “renaissance” over the past six years, as leadership has encouraged both staff and trustees to take initiative.

• Employees at Tower Hill feel that the organization is invested in their success, as reflected in leadership’s emphasis on mentorship and professional development.

79% 94%

of staff agree or strongly agree with the statement, “I feel I’m valued by Tower Hill.”

of staff agree or strongly agree with the statement, “I am proud to say I work at Tower Hill.”

• Cross-functional communication at higher levels of the organization has improved in recent years. However, frontline employees still observe department siloing. ○ They are eager to continue finding ways to make the environment more collaborative and cross functional.

• Staff across the organization suggested Tower Hill is understaffed. Leadership is concerned about the impact of understaffing on talent retention and compensation.

30%

of staff disagree or strongly disagree with the statement, “I feel I have opportunities for professional advancement in my role.”

Theme & Insight Identification

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Stakeholder Engagement Themes Theme: Who We Are Internal Culture (Continued) • With such talented horticulture staff, there are opportunities for Tower Hill to encourage and promote staff expertise by inviting this team to give talks, lead tours, and highlight them on social media. ○ This would enhance Tower Hill’s position as a thought leader in the botanic garden space.

• There is an opportunity to improve the “customer service mindset” among those employees engaging with guests on a regular basis, emphasizing warm and friendly interactions with all visitors.

Gardens & Facilities • Stakeholders repeatedly identified Tower Hill’s 171 acres as one of the organization’s greatest strengths. They are excited to think about how to increase visitor engagement with the 155 acres that don’t currently have formal gardens.

• Staff and trustees are exceptionally proud of the gardens, particularly the Garden Within Reach. They are excited for the Ramble to be complete and to have more means for children to engage with the gardens.

• 60% of staff do not agree with the statement, “Tower Hill is a world-class botanic garden.” ○ Instead, survey responses indicate they feel the gardens have a great deal of potential and are moving in the right direction.

Statement: “Tower Hill takes good care of the facilities, gardens, and grounds.

98%

of members agree or strongly agree.

87%

100%

of trustees agree or strongly agree.

of staff agree or strongly agree.

Statement: “Tower Hill is known for having great horticultural collections and displays.”

89%

of members agree or strongly agree.

79%

78%

of trustees agree or strongly agree.

of staff agree or strongly agree.

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Stakeholder Engagement Themes Theme: Who We Are Gardens & Facilities (continued) • Tower Hill’s physical space limitations are a struggle. ○ Staff note that limited interior space results in a constant struggle between rentals and educational programming. ○ There are mixed feelings about the library and theater. Board members generally spoke highly of both while staff feel there are better uses for the space.

• As Tower Hill is investing in new gardens, horticulture staff note challenges in the existing infrastructure. Several gardens have deferred maintenance and need basic irrigation systems.

• Stakeholders and survey participants both feel there is room for the café to improve in the quality and variety of its food offerings.

Statement: “Tower Hill is known for having great facilities.”

84%

of members agree or strongly agree.

58%

78%

of trustees agree or strongly agree.

of staff agree or strongly agree.

Programming • Staff appreciate the flexibility they have to try new programs and test ideas. Said one staffer, “We are very entrepreneurial for the nonprofit sector.” ○ Staff noted that the entrepreneurial mindset is newer for the organization, as previous leadership focused more on conservation than on community engagement and programming.

• This entrepreneurial mindset is credited in large part as contributing to the recent increase in membership from 3,500 to 8,600.

• Night Lights is Tower Hill’s programming juggernaut. Stakeholders have mixed feelings about the event. While it is responsible for 33% of annual visitation, it is risky to depend so heavily on one event for revenue. ○ Members expressed irritation that it can be difficult for them to get tickets to Night Lights.

• Childhood education, particularly the field trip program, was identified as a strong branch of Tower Hill’s programming. ○ Staff are excited to continue to refine this curriculum and to expand the program’s reach to low-income children in Worcester.

• Adult education remains an area of opportunity identified by both staff and members. There is a lot of excitement for the new adult education manager. ○ Current members expressed a strong desire for more affordable adult education opportunities.

• Free After 3 is, as one stakeholder said, “a slam dunk.” Stakeholders suspect that the program feels more open and welcoming to the broader Worcester community and is a great entry point for to the gardens.

• Members are very appreciative of Tower Hill’s dog-friendly environment and the Tails ‘N’ Trails program.

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Stakeholder Engagement Themes Theme: What We Need Fundraising & Financial Sustainability • Board and staff members are aligned around three financial priorities: ○ Growing the endowment. ○ Developing more revenue streams. ○ Increasing staff compensation.

• Stakeholders agreed that a consistent pain point in Tower Hill’s decision-making around membership and fundraising is a lack of data. ○ Said one stakeholder, “We don’t know enough about our membership and why they support us. Because of our data limitations, we must rely on revenue and overall visitation numbers. ○ In its increasingly competitive market, Tower Hill operates at a disadvantage in not being able to quantify its community impact.

• As Tower Hill is considering recruiting more diverse trustees and reaching new membership audiences, several stakeholders expressed concern that the organization may lose its connection to longtime Worcester donors and past supporters.

Theme: What We Need Inclusivity, Diversity, Equity, & Accessibility (IDEA) • Board and staff members are very proud of the Garden Within Reach and the thoughtful work that has been done to make Tower Hill accessible to people of all abilities.

• Stakeholders noted that the environment of Tower Hill is not welcoming to those from non-white backgrounds. ○ Said one stakeholder, “Being focused on becoming a garden for all is great, but I want to see that come to fruition. We’re seeing an explosion of families in terms of youth but not in terms of racial diversity.” ○ Said one staffer, “If I could, I would get rid of all the Greco-Roman statues. I think they – together with other old New England decorations – make a lot of people feel unwelcome here who aren’t WASPs.” • Staff and industry experts suggested Tower Hill struggles with a perception problem common to botanic gardens, that “for a long time, gardens and gardening were for the rich, the privileged, or the people who had time.”

• Staff, trustees, and members all expressed energy to increase the diversity both of Tower Hill’s visitors and its staff. ○ The first step to building on this energy will likely be to develop an interpretive master plan that applies to all aspects of organizational activity, from hiring to operations, and integrates IDEA concepts.

• In discussing the need for this work, stakeholders emphasized it is not about charity but about accessing new audiences and ensuring Tower Hill’s continued financial sustainability.

Said MaryLynn Mack, COO at South Coast Botanic Garden and Vice President of the APGA:

“Like many other organizations and industries, we’re starting to talk about IDEA for the first time because if you don’t pay attention to it, you’re not going to be around long.

In the plant world, we have a keener understanding of the idea that if you don’t adapt, you die.”

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Stakeholder Engagement Themes Theme: How We Show Up Visitor Experience

Stakeholders generally identified two tiers of purpose for a botanic garden:

TIER 1

• To educate people about the environment.

• To inspire people in their lives, whether in their gardens or their behavior.

• To convene the community and act as a hub for wellness, refuge, and togetherness.

TIER 2

• To conserve both plants and the land.

• To advance the science of horticulture

Stakeholders generally agreed that the purpose of a botanic garden is to connect people with plants and were far more excited by Tier 1 activities.

How often do you visit Tower Hill?

60% 53% 50% 40% 30% 20%

20%

16%

10% 2%

3%

Multiple Times a Week

Once Per Week

3%

0% Several Times a Month

Once a Month

0%

Once Every Once a Year Less Than Few Months Once a Year

4% Other

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Stakeholder Engagement Themes Theme: How We Show Up Visitor Experience (continued) For how long have you been a member and/or volunteer at Tower Hill?

45%

43%

40% 35% 30% 25% 19%

20% 15% 10%

20%

11% 7%

5% 0% Fewer than Six Months

Six Months to One Year

Between One and Five Years

Between Five and Ten Ten or More Years Years

• There are on-going questions around what Tower Hill’s value proposition is, competing with visitors’ other priorities and alternative ways to spend leisure time.

• When asked their top reasons for visiting Tower Hill, members and volunteers identified the following four activities: ○ Leisure Time: 78% ○ Attending a Public Event (i.e. Night Lights): 40% ○ Inspiration for My Own Garden: 39% ○ Bringing Guests: 37%

Reputation & Awareness

• When asked to describe Tower Hill, members used over 300 unique words, trustees used over 75 unique words, and staff used over 60 unique words. However, the top four most used words across all groups were: Beautiful, Peaceful, Inspiring, and Educational.

• Unfortunately, many stakeholders and survey participants suggest that Tower Hill is a “hidden gem.” There are many opportunities to improve both brand awareness and community engagement. ○ One stakeholder noted that “botanic garden” and “Tower Hill” are difficult phrases to promote because they do not connote a welcoming or exciting environment.

• Tower Hill’s staff is excited to think about ways to introduce the organization to the public. ○ When asked about their priorities for Tower Hill’s reputation and awareness, stakeholders highlighted a rebranding effort and possibly a new name: New England Botanic Garden. ○ Said one stakeholder, “We’ve been given the opportunity to rethink who we are. It’s unusual in most public garden environments to have the flexibility to do that.”

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Stakeholder Engagement Themes Theme: Where We’re Going The Worcester Community • Stakeholders universally agreed that there is a need for Tower Hill to be better connected to the greater Worcester community and its diverse populations.

• The cost of admission was a key talking point across stakeholder groups. ○ Board and staff suggested the cost of admission is prohibitively expensive to the broader community. ○ Current members and volunteers expressed concern over continuing to be able to afford the cost of admission and memberships. ○ Community Advisory Committee participants noted that the cost of admission contributes to the sense that Tower Hill is “only for a certain kind of people.”

• In order to forge greater bonds with the Worcester community, stakeholders are eager for Tower Hill to create more partnerships with Worcester-area nonprofits, community groups, and institutions of higher education.

• There is also significant energy around hosting Tower Hill-branded events off-site, and stakeholders requested more structured opportunities to share ideas related to community outreach on a regular basis.

Climate Change • Board and staff members alike are eager to see Tower Hill emerge as a strong voice of and teacher about climate change. ○ They noted that in the past, some trustees may have had reservations in embracing what they considered to be a political issue. ○ Looking to the future, stakeholders see a role for Tower Hill as a thought leader and innovator in sustainability and climate change awareness.

• Many staff in leadership roles shared that they are primarily motivated in their work by their passion for the environment and for preservation. ○ Said one staff member, “I feel like I am doing grass-roots climate change work.” ○ Said another, “The garden should be doing more to sound the alarm bell against climate change. We see climate change happening at Tower Hill.”

• As a part of this strategic planning effort, stakeholders are eager to see Tower Hill commit to a clear position on climate change and to reflect that position in the organization’s priorities, goals, and operational strategies.

Said Michael Desplaines, President and CEO of Norfolk Botanical Garden:

“If someone’s walking toward a cliff, you aren’t whispering to them. You’re screaming “CLIFF!” As a planet, we’re approaching a cliff. If we don’t get this right, we have very little time to start adapting to what’s coming.”

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Stakeholder Engagement Themes Strategic Implications

WHERE WE’RE GOING

HOW WE SHOW UP

WHAT WE NEED

WHO WE ARE

Tower Hill’s strategic opportunity areas all build upon one another. By addressing root questions about what Tower Hill does, how it does so, and for whom, the organization will position itself well to tackle related questions around growth strategy, brand awareness, and five-year priorities.

OPPORTUNITY AREA Who We Are

What We Need

RELATED IMPLICATIONS • Updating our mission, vision, and values.

• Aligning trustees and staff around the ideological core.

• Defining our Approach to fundraising and financial sustainability.

• Creating our IDEAL plan.

How We Show Up

• Determining our desired visitor experience.

• Crafting our preferred reputation and developing broad awareness around it.

How We Show Up

• Distilling our role in the Worcester community.

• Developing our plan to address climate change and sustainability

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Stakeholder Engagement Themes Five Year Success

Stakeholders finished the statement: I will be proud of Tower Hill in five years if...

... We have found enough new supporters to increase our endowment by 50%.

... We are voted in the top three outdoor attractions in New England.

...We have a greater presence in the Worcester area, both people knowing about us and us being out there.

...Both we and our guests are more diverse than we are now.

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FRENC H DRIVE, BOYL STON,

TOWERHILLBG.ORG

MA

PHOTOS © Matt Mitera, Matt Modoono, Troy Thompson, Mala Lam, Katie Bourgeois

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