Strategic Planning at the New York Botanical tendThis analysis deals with strategical planning at the New York Botanical Garden. The Garden, which first unfastened to the ordinary in 1895 had pursued its tripartite mission ? science, raising and horticulture ? for over 100 years and operated on the basis of a partnership between the overt and private sectors. In 1989 Gregory grand took over as president of the Garden. Long felt that on that point was a perception, because this institution was headed by scientists, that this was a campus for those scientists, and the public came and utilize the campus for passive recreation only, walking their dogs, having picnics etc. Long cherished 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 much(prenominal) sources of funding as gifts and grants from individuals, foundations, corporations, appropriations from New York city, New York state and national government agencies and membership revenues which put it in a truly 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 curb and many parts of the Garden were in desperate conduct of costly renovations. In the last few years thither had been significant cuts in staff and operating expenses. It was the strong depression 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 locate to guide the Garden into the mainstream...
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