Strategic Plan

for the First Decade of the 21st Century

The State Botanical Garden of Georgia

The mission of The State Botanical Garden of Georgia is to acquire and disseminate botanical knowledge and to foster appreciation, understanding, and stewardship of plants and nature through collections and displays, horticultural gardens, educational and outreach programs, and research. The Garden is among the top three college and university botanical gardens in the southeast U.S. and intends to become within the next ten years one of the premier college and university botanical gardens in the U.S.

As a unit of the University of Georgia, the State Botanical Garden serves teaching, research, and public service roles congruent with its parent institution. The Garden is a "living laboratory" supporting numerous academic disciplines at the University including horticulture, botany, environmental design, ecology, forestry, and others. But the Garden is also a public garden serving the citizens of Georgia in ways different than the two other majors gardens in Georgia, the Atlanta Botanical Garden and Callaway Gardens.

Public interest and support have, in fact, been pivotal in the growth and development of the State Botanical Garden. The four major buildings that comprise the Garden have been made possible with private funds as have the major gardens. Public interest and support will be key to continued implementation of the master plan. Georgia`s increasing population, growing concern about the environment, appreciation for nature, shrinking greenspaces in urban areas, and protection of our natural resources as well as the general interest in gardening provide strategic opportunities for the State Botanical Garden to engage new and larger audiences in the coming decade.

Primary objective:

Title of objective: Increase public visibility, outreach, connectivity, use and impact of the Garden

Reasons for choosing objective: The State Botanical Garden has a very limited advertising/promotion budget. Despite the fact that it is well known and much used by University students, faculty and greater Athens area residents, it is not well known throughout much of the state. As a result, identity, visibility, use and statewide support are lower than their potential.

Methods for implementing this objective: The Garden will seek additional funds and in-kind support for publicity and promotion and will utilize the internet and distance learning technology to reach populations not presently utilizing the Garden. Public service and outreach, teaching, and research initiatives will be strengthened through alliances (e.g., Georgia Plant Conservation Alliance); cooperative programs with other University units (e.g., Georgia Museum of Natural History and Georgia Museum of Art); working agreements with state agencies and organizations (e.g., Georgia Department of Natural Resources and The Garden Club of Georgia); regionally and nationally (e.g., American Association of Botanical Gardens and Arboreta); and internationally (e.g., Botanic Gardens Conservation International).

Secondary objectives deemed essential to grow the faculty, staff and resources required to support the primary initiative:

Title of objective: Expansion and improvement of the Alice Hand Callaway Visitor Center & Conservatory

Reasons for choosing objective: The facility is inadequate to meet the needs of an expanding botanical garden and growing visitorship. Suggested additions and improvements include a direct pedestrian connection from the main parking lot to the Visitor Center, a 200-seat auditorium, two classrooms with adequate storage, a catering kitchen on the upper level, addition of restrooms near the foyer and proposed auditorium, relocation of the Gift Shop to an area nearer the foyer (creating additional office space where the gift shop is presently located), an elevator for handicap access to the Garden Room Cafe, addition of restrooms for the Garden Room Cafe, and increased seating for the Garden Room Cafe. These improvements will allow the conference/meeting function of the Callaway Building to shift to the Visitor Center, thereby creating additional office, laboratory and support space for staff in that building.

Methods for implementing this objective: A study will be commissioned by the Office of University Architects leading to a conceptual plan and cost estimates. A grant proposal will then be presented, in concert with the UGA Office of Development, to a prospective donor. It is anticipated that the project could become a lead gift in a larger capital campaign now be planned for the University.

Title of objective: Relocation and construction of a new Greenhouse/Nursery/Maintenance Complex

Reason for choosing objective: The present facility is wholly inadequate to serve the needs of a modern botanical garden. It consists mostly of used, relocated, and substandard buildings and sheds. The facility is located along the edge of a flood plain and some areas are subject to flooding. A used office trailer provides office space for 9 full-time employees plus several part-time employees. The proposed new facility would be relocated nearer the main entrance road and include a maintenance center, offices for horticulture/grounds staff, headhouse, production and research greenhouses, a lath house, cold frames, vehicle/equipment sheds, and storage facilities.

Methods for implementing this objective: An architectural design study will be conducted by the UGA Physical Plant leading to a plan and cost estimate for the facility (initial master plan estimate $3.7 million). State/university funding (minor capital project) is proposed as it lacks the "donor appeal" inherent in most of our other buildings and gardens.

Brief description of the planning process: The "guiding force" for the strategic plan is the Garden`s Master Plan. Garden staff, Friends of the Garden, Board of Advisors, Faculty Advisory Committee and other constituents were involved in development of this comprehensive plan. The Long-Range Planning Committee is charged with periodic review of the Master Plan and with the director determines priorities and changes/modifications if required. With regard to related fiscal priorities, it is critical that the Garden continue to grow its endowment which it is doing with the help of the Board of Advisors and Friends organization. It is equally critical that the University recognize the need for additional support in the form of staff positions and operating funds.

Revised Strategic Plan, September 23, 1999