Infusing Business Into Mission - APGA

Infusing Business Into Mission: 

Infusing Business Into Mission 2012 APGA National Conference BLOEDEL RESERVE

Participants: 

Participants Moderator Gerry Donnelly, Morton Arboretum Presenters Ed Moydell, Bloedel Reserve Drake Fowler, North Carolina Arboretum Bruce Harkey, Franklin Park Conservatory & Botanical Gardens

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BLOEDEL RESERVE Ed Moydell, Executive Director

Vision & Mission: 

Vision & Mission Founders Vision To provide refreshment & tranquility in the presence of natural beauty Mission Statement To enrich people’s lives through the experience of a premier public garden of natural and designed Pacific Northwest landscapes

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Meadow Forest

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Bird Marsh The Glen

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Moss Garden Reflection Pool

Founding Operations Model (1988 – 2009) : 

Founding Operations Model (1988 – 2009) Philosophy Limited Visitation to preserve experience Fundraising prohibited Revenue generation prohibited Small family Board Funded primarily through endowment – 5% annual withdrawal Budget balanced by further withdrawals and members of “founders group” Estate garden transitioning to a community supported institution

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Org. Chart 2008

2008 Financial Summary: 

2008 Financial Summary Income Sources Total % Endowment (inc. add. $195,000 w/d) $1,022,158 69% Admissions $84,781 6% Membership $165,000 11% Contributions (inc. grants & events) $210,291 14% Rentals & Program Services $3,658 - Gift Sales ($3,356) - Total $1,482,532 Expenses Total % Salary & Benefits $1,052,218 71% Operating Expenses $372,258 25% Capital Expenses $58,056 4% Total $1,482,532

Evolution to a Public Institution- 2009 to present: 

Evolution to a Public Institution- 2009 to present Interim leadership & period of change Actively welcomed the public Expanded the Board Expanded Staff in key growth areas – align org. chart Transition from private foundation to public charity Embraced growth of philanthropy and revenue generation Strategic Planning (leading to Master Plan)

Our Model: 

Our Model Balance

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Org. Chart 2012

2012 Financial Summary (est.): 

2012 Financial Summary (est.) Income Sources Total % $ Change Endowment(s) $820,000 43% $(202,158) Admissions $140,000 7% $55,219 Membership $215,000 11% $50,000 Contributions (inc. grants & events) $601,000 32% $399,709 Rentals & Program Services $65,000 4% $61,342 Gift Sales $48,000 3% $51,346 Total $1,889,000 $406,468 Expenses Total % $ Change Salary & Benefits $1,184,755 59% $132,537 Operating / Overhead Expenses $462,957 30% $90,699 Capital Expenses $192,900 11% $134,844 Total $1,860,612 $378,080

How We’ve Increased Support & Revenue: 

How We’ve Increased Support & Revenue Removed admission restrictions Told our story: personally and through local press Have the right people in the right place – Board & Staff Encouraged membership Retained the essential experience Introduced low cost temporary exhibits Broaden audiences Increase admission & membership Introduced “conservative entrepreneurship” Gift Shop Plant Sale Broadened Concert Series Established a grants program Invested in technology

Expanded Community Programs: 

Expanded Community Programs Holiday Village Display December 2009 Attendance: 850 December 2010 Attendance: 3,450 250 new members December 2011 Attendance: 5,000

Plant Sale: 

Plant Sale Free admission Fundraiser for plants & projects 2011: $17,000 net 2012: $22,000 net

Super Squash Scavenger Hunt: 

Super Squash Scavenger Hunt

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Plein Air Exhibit

Japanese Festival: 

Japanese Festival

Garden Party: Transitioned events to “real” fundraisers : 

Garden Party: Transitioned events to “real” fundraisers

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Questions?

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Drake Fowler, Trustee

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MISSION Located in the inspirational Southern Appalachian Mountains, The North Carolina Arboretum cultivates connections between people and plants through creative expressions of landscape stewardship, including: Conservation Education Garden Demonstration Research Economic Development

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VISION The North Carolina Arboretum promotes the stewardship and enjoyment of the wealth of plant life within the Southern Appalachians through world-renowned gardens demonstrating cultivated and natural landscapes. A dedicated professional and volunteer staff creates innovative experiences, fosters regional and global partnerships, and stimulates economic opportunities. The Arboretum honors and preserves the unique cultural and natural heritage of the region.

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Values Insight: We are knowledgeable about plants and work to teach others about their importance. Authenticity: We plan and work thoughtfully and carefully with respect to our regional landscape and culture. Responsibility: We develop, communicate, interpret and support the importance of plants to our world.

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Financial Summary

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Questions?

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Bruce Harkey, Executive Director

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2020 Vision Vision: ( Who we will be - aspirational) Establish a new paradigm for the role, community contribution, and performance of a mission-driven organization. Brand Character: Kinetic | Accessible | Immersive | Distinctive Strategic Pillars of 2020 Vision: (Take us where we want to go) Financial Strength and Sustainability (funding/donors/reserves) Complex Expansion & Capital Campaign (Master Plan) Gardens/ Botanical Gardens/ Beauty Community Gardening/ Community Gardens Educational Programs: hort., art, culinary, etc. Broad Inclusion of the Arts: theater, music, etc. Internal and External Customers

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2008 Established Master Plan Director position Established Horticulture and Facilities Department (Horticulture + Engineering + Facilities) Completed value engineering process of Phase One of the Master Plan to address capital budget overage Dedicated first project of Master Plan Phase 1 on 8/8/08 ~5,000 square foot additions to the historic Palm House ~Rooftop gardens ~Brides Garden ~Catering Kitchen ~Event Sales Department office ~Restrooms ~Special Events entrance ~Board room ~Special Events space ~James Turrell lighting installation Started weekly Cocktails at the Conservatory

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2009 Initiated restructuring program in response to economic downturn Signed contract with Columbus Association for the Performing Arts (CAPA) for outsourcing of Accounting, Payroll and IT services Signed contract with CAPA to provide garden design/installation for Ohio Theatre flower beds Dedicated second project of Master Plan Phase 1 on 9/9/09 ~ Scotts Miracle-Gro Company Community Garden Campus Started 5 track education program Accelerated opening of Chihuly Reimagined Show from October to July Expanded external catering list Opened Conservatory Cafe under Conservatory management Started Conservatory Catering business Started new Women's Board fall fundraiser to From Field to Table Completed 3 year strategic plan (2010 ~ 2011) Initiated development of department business plans Won the Columbus Foundation Award

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Bruce Harkey Executive Director Marty Richards Director Development Ellen Grevey Director Audience Services Lori Kingston Marketing Director Jim Butch Director Event Sales & Catering Garry Clarke Director Planning & New Business Interim Director Horticulture & Facilities Diana Ferguson CFO Shared Services ~Master Plan ~Special Projects ~Strategic Plan & BP Reporting ~New Business Development ~General Development ~Membership ~Ticket Center ~Gift Shop ~Exhibitions & Education ~Central Registrar ~Facility Rentals ~Café ~In-house Catering ~Accounting & Finance ~Payroll ~IT ~Marketing ~Advertising ~Graphic Design ~Horticulture ~Facilities (Eng., Maint., Security) = FPC Cross-functional = FPC Business Unit Leadership Team Beverly Dale Director HR, Payroll & Benefits ~ Human Resources ~ Payroll and Benefits

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2010 Initiated rebranding process Implemented reorganization plan (Eliminated VP position; Created business and cross-functional units) Signed contract with Allied Barton for outsourcing of security services Initiated Financial Sustainability campaign (eliminate debt, build cash reserve, establish facility fund) Increased earned revenue to 61% (49% in 2008)

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2011 Started Savage Gardens rental program Initiated website redesign Signed contract with the Downtown Development Corporation to provide design, installation & maintenance of Columbus Commons flower beds Dedicated third project of Master Plan Phase 1 on 8/8/11 ~9,300 square foot support greenhouse

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2012 Began planning Master Plan Phase 2 with a focus on expanding mission based programs, transforming the visitor experience, growing earned revenue and addressing deferred maintenance issues Refocused Financial Sustainability Advisory committee on development and review of new earned revenue concepts Establish Point of Sales system Establish Group Sales position Roll out new website

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Lessons Learned Introduce business principles into your non-profit organization while remaining true to your mission – Don’t turn your non-profit into a business Align your organizational structure to drive revenue growth (earned and contributed) Unleash the entrepreneurial spirit of your organization (staff and board) to identify and establish new business opportunities that are consistent with your mission Use capital investments to drive earned revenue growth Develop business plans for new business opportunities to ensure you can get a good return on investment Educate the staff, board and community about your strategy of improving your self reliance through earned revenue growth Ask donors to provide “venture capital” for your earned revenue ideas (instead of matching dollars for contributions, you can achieve a higher return) Be sensitive to the impact on your non-profit status as you grow your earned revenue Educate donors about the need for continued financial support so you aren’t simply swapping contributed income for earned income without advancing the financial strength of the organization Consider holding an annual meeting with the stakeholders where you share your financial and strategic results and share future plans (just like a corporation!)

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Questions?

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