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Strategic Management Case Analysis Strategic Planning At The New York Botanical Garden

2158 words - 9 pages

Strategic Planning at the New York Botanical GardenThis analysis deals with strategic planning at the New York Botanical Garden. The Garden, which first opened to the public in 1895 had pursued its tripartite mission - science, education and horticulture - for over 100 years and operated on the basis of a partnership between the public and private sectors. In 1989 Gregory Long took over as president of the Garden. Long felt that there was a perception, because this institution was headed by scientists, that this was a campus for those scientists, and the public came and used the campus for passive recreation only, walking their dogs, having picnics etc. Long wanted to end that perception of the Garden as a public park and change it into one of a botanical garden, a museum of plants. One of his first actions as president was to fence the Garden and to ban cars and dogs. So far, the Garden had been dependent on such sources of funding as gifts and grants from individuals, foundations, corporations, appropriations from New York city, New York state and federal government agencies and membership revenues which put it in a very vulnerable position, always fighting to catch up. The Garden itself and its public programmes and activities funded only 33 percent of operating costs. Resources were severely limited and many parts of the Garden were in desperate need of costly renovations. In the last few years there had been significant cuts in staff and operating expenses. It was the strong opinion of the Garden's management team that further cuts or staff reductions would lead to an irreversible loss of reputation. Long recognized, that he and his team needed to carefully examine the organization's old ways and make changes in order to get the Garden into the mainstream of New York cultural institutions. A seven-year time frame was set up to draw up a strategic plan for how to operate the Garden in the future.Long and his executive vice president and chief financial officer, John Rorer, set up a planning process that consisted of three overlapping phases: 1) the preparation of an early "protoplan", a kind of mini-plan written by their senior staff that allowed them to begin the fundraising process; 2) the programme plan that involved managers at every level, that set out the Garden's strategy for the future and incorporated a financial plan of their implications; and 3) the master plan, detailing the capital projects necessary to achieve the programme plan. Long and Rorer decided to involve everyone with responsibility for programme implementation. Also included were plant managers as staff in the finance area. All in all, the planning group consisted of 85 people, including 12 members of the board. Long appreciated that maintaining good relations and obtaining community support was important and therefore the opinions and feedback of community members were solicited as input to the plan throughout the planning process. Long's experience was that it is...

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