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Public gardens, which are centers for expertise, often have concerns with earned-revenue generation and education seeing consulting income as a conflict with their mission.
It has become apparent that there is need for actionable steps that member institutions can take to become more welcoming for their visitors, staff, and volunteers.
Growth is vital for any organization to be successful but many institutions do not strategically plan how, why, and where they invest resources to grow strategically.
University of British Columbia (UBC) Botanical Garden is located on the traditional and unceded land of the xʷməθkʷəy̓əm (Musqueam) First Nation. The 2019 UN International Year of Indigenous Language draws attention to the critical global loss of indige
As public gardens become increasingly focused on visitor experience, the story they tell about themselves—and the way gardens use this story to engage their stakeholders—is more important than ever.
Green spaces (zoos, city parks, and urban farms) and cultural institutions are capturing our gap audiences—racial minorities, youth and young adults, and people of lower socioeconomic status.
People of color, people of diverse circumstance, faiths, backgrounds, health and abilities, gender identity and orientation, are under-represented in our organization because of something our garden was or is—something it once said or did—something it i
How can organizational partners address each other’s needs and amplify each other’s missions, not only within a city, but throughout a region?
Despite the resonant theme of plant biodiversity inherent in the public garden sector, institutions grapple with a staggering lack of human biodiversity in their staffs, member base, donors, and audiences.
Native plant, pollinator, and habitat issues are growing more popular among the visiting public each year, but does this translate more broadly into increased nursery sales?