2017-2022 - Cdn.environment.sa.gov.au
Strategic Plan2017–2022
Table of contentsForeword from the Chair.5Foreword from the Director.7Our vision, mission and strategic focus.8Creating destination gardens.10Deepening our science.12Lifelong learning and engagement.14Our enablers: Enhanced staff profile.16Our enablers: Adaptable business model.17Our enablers: Modernising technology.18Our enablers: New centre for BGSH.20Our enablers: Partnerships.21Contributors.22Reconciliation statementThe Board of the Botanic Gardens and State Herbariumrecognise South Australia’s Aboriginal people as thetraditional custodians of the State’s lands, water, plantsand animals – commonly known as Country.We observe that Country is central to the social,cultural and spiritual lives of Aboriginal people.We will build respectful and honestrelationships through our work anddevelop a better awareness of Aboriginalhistory, knowledge and culture.1/2
Foreword from the ChairThe importance of botanicgardens in our society wasacknowledged in 1837, whenColonial William Light included anarea for a botanic garden in hisplan for the city of Adelaide. Fromthis initial vision, three botanicgardens and the State Herbariumhave developed over the past180 years to create what is nowknown as the Botanic Gardensand State Herbarium of SouthAustralia.These institutions have a richhistory and have developed to bea part of the cultural and scientificfabric of Adelaide since itsinception. Importantly, AdelaideBotanic Garden, Wittunga BotanicGarden, the State Herbarium andBotanic Park are situated on partof traditional lands of the Kaurnapeople of the Adelaide Plains.In addition, part of Mount LoftyBotanic Garden lies on country ofthe Peramangk people.There is a clear strategic directionby government and industry toenhance the City of Adelaide andenable social, environmental andeconomic prosperity in SouthAustralia. With this comes a placefor one of South Australia’s mostvisited cultural and scientificinstitutions to be an activecontributor to improve the qualityof life for South Australians, andprovide meaningful experiencesfor those visiting the state forbusiness, research, study andpleasure.The sustainable use of nature,water management, changingclimates, connecting people withnature, and the promotion ofpremium produce and tourism areall priorities for South Australia,now and into the future. TheseSouth Australian priorities, andothers that emerge, will continueto be woven into the workundertaken by our institutions.With three botanic gardenestates, the State Herbarium, theheritage landscape of BotanicPark and the Santos Museumof Economic Botany, we providea diversity of experiences,services and expertise to a widecommunity, at a local, nationaland international level.On behalf of the Board, I lookforward to collaborating with thestate’s environment agency andworking with other governmentagencies, the Friends of theBotanic Gardens, the AdelaideBotanic Gardens Foundation,non-government organisations,business, industry and individualsto deliver our goals and priorities.Judy PotterPresiding MemberBoard of the Botanic Gardens andState Herbarium9 June 2017I am pleased to introduce thenew Strategic Plan for theBotanic Gardens and StateHerbarium, which sets out ourcommitment, over the nextfive years, for developing ourpeople and strengthening ourorganisation. This will allow usto deepen our scientific researchand its applications, expandour knowledge-sharing, andstrengthen our communityengagement and visitorexperiences through our rich andunique collections and gardenlandscapes.Image on previous page: Colonel William Light’s Plan of Adelaide, 1837.The original proposed site for the Botanic Gardens can be seen in thenorth-west corner (the current location of Bonython Park).1 / 2 Gardens and State Herbarium – Inspiring through plantsBotanicSource: History SA, HT2001.166. Drawn by 16 year old Robert Thomas to Colonel Light’s draft.4/5
Foreword from the DirectorWe are part of a globalcommunity of botanicalinstitutions that cultivate andcurate plants and landscapes, andundertake botanical research, toinspire and advance botanicalunderstanding. We do thisthrough the work of our StateHerbarium, Seed ConservationCentre, Santos Museum ofEconomic Botany and our publicprogrammes, including theAustralian Centre of HorticulturalExcellence.There are multiple opportunitiesfor the Botanic Gardens and StateHerbarium. A critical part of ourplanning for the future of theseinstitutions is to understand thatwe are custodians of rich andunique scientific and culturalcollections, and that we havediverse staff expertise. Togetherthey form the heart and soul ofthese institutions. As ‘temporary’custodians we have significantresponsibility for managing thislegacy for the benefit of currentand future generations locally,nationally and globally. We aremindful that we need to maintainour relevance to society and thatour success is linked to our abilityto meet the changing needs ofthe community.Botanic Gardens and State Herbarium – Inspiring through plantsWe will continue to inspirethe community through ourliving museum and preservedcollections. We will maintainfocus on managing collections,and using them to enhanceknowledge and understandingof the plant sciences andhorticulture. What will change,over the next five years andbeyond, is where we placeemphasis.Being outward-focused is criticalto maintain our relevance.Through diversifying ourpartnerships and entering intolong-term collaborations we willextend our reach and impact. Ourscience will continue to be thefoundation of the community’sbotanical knowledge.Our staff, Board, Foundation,Friends and key partners havecontributed to planning ourfuture course of action. We willfocus on our people, recognisingthat our staff—their passion andexpertise—are our greatest asset.Our botanic gardens will alwaysbe an oasis, a tranquil andpeaceful place.Dr Lucy A. SutherlandDirectorBotanic Gardens andState Herbarium9 June 2017We will enhance our collectionsand our knowledge managementsystems to support horticulturaland botanical science. This willallow us to integrate our multipledisciplines to further inspireour visitors and the community,and improve understanding,appreciation and enjoyment ofgardens, and the essential role ofplants in sustaining and enrichinglife.6/7
rvruOisiThrough our work in realising this vision,the Botanic Gardens and State Herbarium of South Australiawill be recognised as world-class in botanical sciences, collectionsand conservation, influential in leading changes in humanity,and a creative and collaborative institution that advancesthinking through experimental approaches.onOur vision is a community inspiredto actively contribute to thesustainability of our world.Oucoufscigetas trOver the next five years, our overarching strategic focus will be todevelop as a global destination. We will concentrate on three focusareas to guide our efforts towards realising our long-term vision.We will focus on:1. Creating destination gardens2. Deepening our science3. Facilitating lifelong learning and engagementOunoissimrA five-year business plan, reviewed annually, outlines activities and astaged implementation of our priorities.Our mission is to build an understanding andappreciation of the botanical world.We manage living, cultural and preserved collections and use ourscience and research to improve understanding of the botanical world.Our science is vital to support our community’s resilienceand sustainability, and it underpins evidence-based decisions thatinform effective legislation, policies, education, management andland use practices.We engage with the wider community to share stories aboutplants and enhance understanding and appreciation of theimportance of plants in sustaining life, and as a key partof cultural identity.Our places provide unique experiences andlearning opportunities for visitors, and createan urban oasis of peace and tranquillity.Botanic Gardens and State Herbarium – Inspiring through plants8/9
1. Creating destination gardensThe Botanic Gardens and State Herbarium is acollections-based cultural institution where the livingand preserved collections are its foundation, and itscultural collections demonstrate how plants have beenused over time. These all require ongoing care andattention, based on expert knowledge and skills withinthe institution.Our mature living plants and landscapes will be revitalisedand new collections introduced. Our goal is to facilitatepublic enjoyment, education, conservation and research. Wewill take a holistic approach to creating destination gardens.Our gardens are a place for all; a hub for learning, botanicalknowledge, a place to see plants grow, and a haven forbiodiversity.We will increase our role in tourism and provide uniquefocused experiences in our gardens. These will motivate visitorsto South Australia, inspiring ongoing connections with ourbotanical world.We will continue to develop partnerships to provide excellentservices across our Gardens. We will focus on the Mount Loftyand Wittunga Botanic Gardens to enrich visitor opportunitiesand experiences outside of the city. This will contribute toSouth Australia’s economic and social prosperity.Botanic Gardens and State Herbarium – Inspiring through plantsKey actionPerformanceExpected outcomesa)Revitalising our living collectionsIncrease in seasonal andannual visitation and customersatisfactionDiversification of visitor profileb)Diversifying our herbarium, livingand cultural collectionsGrowth of collectionsCollections that underpin our roleas leaders in science, conservationand community educationc)Masterplanning a vision for thefutureMasterplans updated for thethree Botanic Gardens and animplementation schedule preparedManaging our heritage and addingto our legacy for the futured)Sustainably managing BotanicParkManagement Plan based onsustainable outcomes for BotanicParkBotanic Park retains its heritagefeatures and diverse, healthycollectionse)Revitalising our infrastructure tohigher standardsFunding secured for infrastructuredevelopmentsImproved visitor experience andworking environmentf)Offering unique touristexperiencesA tourism strategy thatidentifies new initiatives andcommissionable tourism productsIncreased tourism engagement andrevenueA community hub creating longlasting connections and memoriesg)Developing partnerships toexpand activity in Mount Lofty andWittunga Botanic GardensIncreased number and diversity ofactivity and participantsh)Promoting Adelaide BotanicGarden as a cultural institutionand attractionActive participation in newdevelopmentsMaintaining relevance to a broadcommunityi)Positioning Adelaide BotanicGarden as a flagship in the NorthTerrace cultural precinctRaising the profile of AdelaideBotanic Garden as an institutionRecognised as an iconic NorthTerrace cultural institution andattractionj)Ensuring climate changeadaptation underpins revitalisationA strategy for BGSH’s contributionto Carbon Neutral AdelaideWell-curated collections and afuture legacy adapted to changingclimatesk)Collaborating closely with thehorticultural industryIncrease in horticultural industrypartnershipsEnhanced native plant productline available for the public andincreased revenueOpportunities for enterprises to addvalue and dimensions to the diversevisitor experiences10 / 11
2. Deepening our scienceThrough the State Herbarium and the South Australian SeedConservation Centre, our research and scientific expertise providea point of truth for botanical knowledge. We aim to deepen ourscience and increase its application in society.There is a continuing need for science and research to identify plants andassist in solving some of the big issues. This information guides decisionmaking and policy. Our collections will be maintained in the best possibleway for the long-term, allowing future generations to make the most ofthem. This knowledge will be used in the future in ways not imagined.We will continue to focus on understanding and conserving our flora by:——Filling gaps in knowledge and collections——Providing science-based solutions for sustainable use, while conservingour biodiversity——Leading botanical research and sharing our discoveries and knowledgewith stakeholders ranging from the wider scientific community, to theyoungest visitors to our Gardens——Training the next generation of botanists, taxonomists and seedconservationists——Managing our collections so that they can be maintained in perpetuity.Key actionPerformanceExpected outcomesa)Establishing an ambitious visionfor science and conservationIncreased international peerengagementRecognised and acknowledgedby the botanical and horticulturalcommunityb)Increasing support for science andconservation activitiesMore funding sources and anexpanded collaboration networkAn improved staff and researchprofilec)Fostering new and enhancedcollaborationsIncreased network of partnersAn enriched contribution to scienced)Applying up-to-date technologyand information managementsystemsIncreased efficiencies andapplicationNew understanding of ourbotanical science and research withfewer business impedimentse)Conserving our floraAll threatened native SAvascular plants ‘banked’ and keyprovenances understoodImproved conservation of our floraand reducing risk to threatenedspeciesf)Modernising collectionmanagement practicesNumber of new initiatives(e.g. DNA barcoding, growingtechniques)Conservation of our collections inperpetuityg)Demonstrating leadership inprovision and use of botanicalknowledgeNeeds driven, technology-based,knowledge products createdProducts widely used and the BGSHbrand recognisedh)Developing a digital strategy forknowledge sharingIntegrated botanical informationsystemA reliable knowledge-base for alli)Demonstrating carbon-neutrallivingRaised community awarenessProactive delivery of Carbon NeutralAdelaideOur cultural collections and technical library fundamentally supportdeepening our science. We will use our research and innovative approachto identify simple and elegant solutions to problems faced by naturalresource managers, and relevant sectors of the community.Botanic Gardens and State Herbarium – Inspiring through plants12 / 13
3. Lifelong learning and engagementWe are a place for lifelong learning. We facilitateconnections between people and the botanicaland natural world. Our reach will widen throughdiversifying and strengthening partnerships. We willprovide opportunities for people to experience plantsthroughout their lives.We will expand public programmes to communicate ourwork in horticulture, science and research. Our programmeswill share knowledge and botanical expertise. We willenhance understanding and appreciation of the role ofplants in everyone’s lives.Key actionPerformanceExpected outcomesa)Developing enriched, evolvingexperiences, from cradle to graveIncreased number and diversity ofpublic programmes and returningparticipantsHigh rate of satisfied return-usersb)Creating learning experiencesand pathways in community,vocational and tertiary educationWell-attended programmesAn innovative, stimulating hub forlearningc)Creating new businesspartnerships to facilitate newexperiencesIncreased types of businesspartnerships to deliverprogrammesIncreased revenued)Interpreting collections, science,horticulture and research ininnovative waysDeveloping and implementing anInterpretive MasterplanImproved informal learningopportunitiese)Encouraging our community toexplore its cultural relationshipswith the natural worldCulturally diverse range ofcollections and activities engaginga broader demographicRecognition of the strength of amulticultural societyf)Building long-term learningrelationshipsEngagement with secondaryand tertiary learning institutionsincluding the Adelaide BotanicHigh SchoolSecondary and tertiary studentsbuilding a lifelong connection withthe Gardensg)Becoming a destination forhorticultural and botanicallearningInstitution-wide and externalexpertise into programmesincorporatedHigh-quality capacity and capabilityof students and trainees inhorticulture and/or botanyh)Using citizen-science to contributeto our research and knowledgeNew citizen-science projectsinitiatedData collected contributing toour programmes and enhancingengagement of the communityWe challenge our traditional approach to connectingpeople to plants. We embrace our multicultural anddiverse society and partner with our communities toexplore cultural plant connections and relationships.Botanic Gardens and State Herbarium – Inspiring through plants14 /1215
5. Adaptable business modelOur enablersThis Strategic Plan will be enabled by our staff,the provision of sufficient resources, high qualitytechnology, rich and diverse partnerships and facilitiesthat meet our contemporary needs.Innovation through experimentation will beembedded in our operations. Trialling our ideas, andevaluating and monitoring our efforts, will providefeedback to improve outcomes. This will ensure wewill have a world-class reputation with our colleagues,peers and visitors.4. Enhanced staff profileThe Botanic Gardens and State Herbarium will evolveits business model to enable greater security in thelonger term, while ensuring it is sympathetic to abotanical cultural institution.Long-term investment by today’s donors and othersupporters will create a legacy for future generationsto enjoy and benefit from the work of our institution.The Botanic Gardens and State Herbarium hasexpertise across multiple disciplines including the arts,sciences and education. A well-considered approachto succession planning will enable the managementof an ageing staff profile and manage risk arounda significant reliance on Associates and volunteers,Key actionwho make a large contribution to our core workand reputation. We will maintain and develop ourresources, our expertise and specialisations to enableus to increase the institution’s reach and impact, toadvance our science and research, as well as oureducation and public programmes.Strategies include:Expected outcomesKey actionIdentifying gaps in staffingcapacity and expertiseA review of staffing profile andrealignment of organisationalstructureAn organisational structure alignedto deliver the new mission andvisiona)b)Professional developmentImplementing a strategicprogramme to deliver specialisedneedsStaff profile evolving with the needsof the businessc)Succession planning in science andhorticultureStaged implementation of asuccession planReduced institutional risk to deliveryof the vision and missionIncrease in annual hours workedby volunteers and AssociatesDiversification of institutionalexpertise and improved mentoringto support succession planning,and establish an enriched,involved communityd)Continued recognition andsupport of Associate andvolunteer contributionsBotanic Gardens and State Herbarium – Inspiring through plants—— We will adapt new funding opportunities byincreasing our ability to participate in diversegovernment and non-government project fundingprogrammes—— We will seek partnerships with philanthropic andcorporate sectors.—— We aim to grow our endowments to financiallyunderpin our institution and ensure its long-termsustainabilityPerformancea)—— We will generate revenue throughcommercialisationPerformanceExpected outcomesDeveloping a strategy for adiversified business modelAn overall increase of 35% innon-government revenue and newgovernment grants by 2021–22Increased capacity to deliver ourvisionb)Reinvigorating the AdelaideBotanic Gardens Foundation’sphilanthropic modelGrowth in Foundation’s capitalbaseEnhanced financial support foractivitiesc)Resourcing to accommodate andmanage our collections, associatedresearch and educationFunding successCollections, research and educationactivities enhanced without beingcompromisedd)Gaining industry and communitysupport for our new businessapproachesIncreased collaborative resourcingof activities and servicesMore external advocacye)Developing an effectivecommunications strategy on thework of the BGSHIncreased number of subscribersto regular communications/socialmediaMore advocacy and collaborators todeliver our vision16 / 17
6. Modernising technologyRapid changes in technology have outpaced ourinvestment in information technology systems.The Botanic Gardens and State Herbarium needs newand enhanced information management systemsfor the herbarium, living collections, rare books andarchives, nursery and Seed Conservation Centre. New,more advanced technology is required to supportdigitisation, storage, backup, and retrieval of imagesand data.Unprecedented opportunities exist to betterunderstand visitors’ use of the gardens and ourcollections and the communication products wedeliver. Due to ever-emerging technologies, werequire technology support solutions that enable us toharness these opportunities.Globally, the incorporation of technologies isprogressing rapidly in modern botanic gardens, aswell as supporting research institutions such as ourState Herbarium and Seed Conservation Centre.New technology solutions are required to enable:Key actionPerformanceExpected outcomes—— Sustainable operations of systems, for examplewater management systems, energy efficiency andeventsa)Managing data effectivelyCreating stable and accessibleinfrastructureMore rapid and adaptable datadelivery—— Accurate documentation and risk management ofcollections requiring controlled environmentsb)Adopting innovative approachesto curationIdentify opportunities to applytechnological practices (e.g. use ofdrones, robotics)Efficient curation of collections anddatac)Resourcing the installation ofbackup energy systemsNew and improved energy systemsavailable to core facilitiesLowering risk to assets throughmaintaining continuity of energysupplyd)Providing online infrastructure forpublic and external engagementImplement a diverse, functionalrange of applications (such ase-commerce)Effective point of sale ande-learninge)Implementing the use of individualbased, portable data devicesEnable use of digital datacollections in the ‘field’More flexible and diverse workpracticesf)Scoping potential applications fornew technologies for the entireorganisationSecuring resources for initiatives toapply technologiesEfficiencies and innovativeapplications to operations—— Modern business operations—— Accurate documentation of visitor experiencesand visitor usage—— The delivery of lifelong learning activities andengagement opportunities—— Improved efficiency and effectiveness during fieldwork.Future developments underway include:—— Having access to adaptable solutions with anamazing diversity of features, such as visitorinterpretive material, including interactiveelectronic displays—— Exploring social media opportunities tocommunicate to our stakeholders and users of ourgardens and outputs—— The use of molecular DNA-based identificationand confirmation of living collections provenances.Botanic Gardens and State Herbarium – Inspiring through plants18 / 19
7. New centre for BGSHA new unified centre for the Botanic Gardens andState Herbarium, close to North Terrace, will providean appropriate location as part of the culturalprecinct, and provide closer proximity to the city’suniversities.The Tram Barn housing the State Herbarium will reachcapacity within the next decade. The building doesnot provide a long-term solution for housing theState’s Herbarium.Key action8. PartnershipsDuring this Strategic Plan, the planning for shortand long-term needs will be completed. The fulldevelopment of this unified centre is not in the periodcovered by this plan. However, preparation of abusiness case for government to support the designand construction of new facilities for the BotanicGardens and State Herbarium will be essential.Immediate planning for Herbarium spacereorganisation as an interim measure will assist inmanaging this collection and the work environment inthe short-term.Diversifying and strengthening partnerships willenable us to attract additional expertise and resources.This will extend the work and reach of the BotanicGardens and State Herbarium towards becoming aglobal destination for science, horticulture, researchand public programmes.Our long-term partnership with the Friends ofthe Botanic Gardens of Adelaide will continue tostrengthen the provision of public programmes andengagement with the community.PerformanceExpected outcomesKey actiona)a)The recognition and support ofthe South Australian governmentof the need for a new facilityProject, scope and case forsupport presented to the SouthAustralian governmentCommunity support for thedevelopment of a new centre forBGSHb)Developing a criticalinfrastructure action planas temporary solution untilconstruction of new buildingEffective management ofcollections within available spaceCollections not compromised byspace limitationsBotanic Gardens and State Herbarium – Inspiring through plantsDeepening our research and education relies onpartnerships with various universities, as well asrelationships with other scientific and culturalinstitutions.In addition, the application of our scientific effortswill require us to further develop relationships withnatural resources managers.Partnering on commercial ventures will diversify ourbusiness model and enable richer offerings to ourvisitors.PerformanceExpected outcomesDeveloping a partnership modelthat improves diversity ofopportunitiesNumber of new partnershipsGrowth in ventures and resourcingto deliver strategic prioritiesb)Increasing national andinternational partnerships as partof a global communityParticipation in national andinternational exchange initiativesRecognition as an internationalinstitutionc)Inspiring relationships withAdelaide’s botanical and culturalgroupsNumber of joint activitiesSupporting the delivery of botanicaland cultural activitiesd)Developing innovative newresearch areasNew collaborative partnersA broader research program20 / 21
Strategic Plan2017–2022ContributorsBoard of the BotanicGardens & StateHerbariumJudy PotterRob DiMonteChristine ElstobLily JacobsDavid KnoxAnne Levy AORichard NunnJamie RestasAdelaide BotanicGardens FoundationJames AllenJan AngasStephen CoucheAngus IrwinBodo JensenDavid KnoxJulie MitchellRichard NunnIan StirlingDepartment ofEnvironment,Water and NaturalResourcesSandy PitcherBen BruceSandy CarruthersMatt WardJanice GoodwinsMichael GarrodBotanic Gardens &State Herbarium staffDirector’s officeLucy A SutherlandClare AllenAnita BakerHelen BariamisKelly BramhillPam BremerAndrew CarrickTom ChladekJake DeanDaniel DuvalBruce EvansNicky FidlerJenny GuerinAaron HarrisonNgaire HendersonKaren HoganSophie HastwellTony KanellosStephen KingdonCarrie MossNadia ParkerMark RichardsonJohn SandhamTarnya Van DrielLorrae WestAdelaide Botanic GardenPaul ArbonJordan BehrndtPeter BorgeltPeter BowronDarryl ByfieldKris CharltonAndrew HartStephen HavrilukStephen HigginsJudy InksterPeter KannemannStuart MaitlandNikko MenzelNick MiltonJordan MitsosAdam PannellPip RobinsonRobert RoetherClifford SawtellKaren SmithRyan UnderhillEnzo VidoniSharon WilcoxRoss WilliamsPaul WinterMount Lofty and WittungaBotanic GardensChristopher AlchinTony AndersonStefan AnesburyValdis BalodisEvan BroughamGraeme BurdettMatt CoulterCosimo De PaolaMark DevlinLisa DuffyScott FoubisterRobert HatcherMichael JefferyTina MiljanovicMark ObornRenie OndoCameron PeoplesFlavio PerezDavid PepperSamuel RoseRory SmithDieter StreichState HerbariumMichelle WaycottPeter CantyHelen VonowGraham BellEd BiffinChris BrodieAinsley CalladineEleanor CrichtonTim CroftJürgen KellermannPeter LangChelsea NoviceMartin O’LearyCarolyn RicciKat TicliLisa WatersKor-jent van DijkState Herbarium HonoraryResearch AssociatesBob BaldockBill BarkerRobyn BarkerPam CatchesideBob ChinnockLaurie HaegiHellmut ToelkenFriends of the BotanicGardens of AdelaideCommitteeMargaret LeeJudith BailGillian SimonsJackie SkiltonLiz GobolosRichard HamiltonBodo JensenHelena JenkinsonMerilyn KuchelExternal contributorsRobert HillLegh DavisNigel Steele ScottChris DanielsBrian OldmanIn addition to the in-depth consultation that has occurredthroughout the preparation of this plan, the Botanic Gardens andState Herbarium also briefed and had discussions with a number ofcommunity groups. We would especially like to acknowledge:—— Members of the Friends of the Botanic Gardens of Adelaide—— The Mount Lofty Botanic Ga
Board of the Botanic Gardens and State Herbarium 9 June 2017 1 / 2Botanic Gardens and State Herbarium - Inspiring through plants 4 / 5 Image on previous page: Colonel William Light's Plan of Adelaide, 1837. The original proposed site for the Botanic Gardens can be seen in the north-west corner (the current location of Bonython Park).
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