FRIENDS OF THE BOTANIC GARDENS OF ADELAIDE

PREAMBLE

The Action Plan set out herein is based on the premise of an on-going, mature and actively communicative relationship between the Friends of the Botanic Gardens of Adelaide (“The Friends”), the Board of the Botanic Gardens and State Herbarium (“The Board”) and the Director and senior staff of the Science and Conservation Division of the Department for Environment and Heritage who have operational responsibility for the Gardens (“The Management”).

In the case of the Friends and the Board this relationship is recognised and expressed in a Memorandum of Understanding (MOU) of Partnership Arrangements signed by the President of the Friends and the Chairman of the Board in December 2004 and due for review by December 2007.

The Action Plan herein is also predicated therefore on the continuation of such an MOU after that date and one that will also include the Management.

The 2007 – 2009 Action Plan is underpinned by a general undertaking and assurance by the Friends that the implementation of all actions in the Plan will be carried out with appropriate and full consultation with the Board and the Management and that all actions are enabled by the current Constitution of the Friends.

Importantly, the Strategies and Actions within the Action Plan have been positioned within the framework of the Botanic Garden of Adelaide’s (Board of the Botanic Gardens and State Herbarium) Strategic Plan 2004 – 2007: Plants, People, Culture.

The Action Plan is a dynamic one and will be reviewed regularly and at least annually in a process facilitated by the Friends’ Executive Committee. This will involve a special Action Plan review meeting within 3 months following the Friends Annual General Meeting each year.

The Action Plan herein has been/will be formally adopted by the Friends’ committee as will any amendments made following regular review.

The Friends acknowledge and thank the Management for their full support on this project, without which the Action plan would not have come to fruition.

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LESLEY HAWKINS

President of the Friends of the Botanic Gardens of Adelaide
November 2006

INTRODUCTION

About the Friends

The Friends of the Botanic Gardens of Adelaide is the first botanic gardens Friends group to be established in Australia. Developed to support the Garden’s strategic priorities, the Friends have actively contributed to the functions and maintenance of the gardens for 30 years.

With a current membership of 650 the Friends provide a valuable and active support group for the Gardens. The Friends currently give over 11,000 hours of voluntary time each year in various activities within the Botanic Gardens of Adelaide providing visitor services which would not otherwise be available.

These services include:

> providing guided walks and printed information for the Gardens;

> staffing of the visitor information centre and exhibitions within the Gardens;

> involvement in the Plant Biodiversity Centre and Botanic Gardens Library; and

> enriching the experience in the Gardens for visitors.

Strategic Partnerships

The Friends’ primary function is to work in partnership with the Management to support the Garden’s following strategic position:

To increase knowledge and appreciation of plants, their significance and conservation, locally and globally, for the ongoing benefit and enjoyment of the community.

This is achieved through the Friends’ Objectives:

1. To foster interest in the activities of the Botanic Gardens of Adelaide; and

2. To raise funds which may be used for any purpose which has the approval of the Board as being of benefit to the Gardens.

Over recent times the Management and Friends’ activities have become increasingly independent of one another. This has occurred due both to the changing nature of the governance framework within which the Management operates and because strategic planning processes have not been pursued collectively.

What has emerged during the work on the Action Plan is a recognition that the Management engages in many strategic and operations tasks, some of which do not have a direct association or overlap with the Friends’ activities.

Likewise there are a small range of activities (principally in the arena of social events) that the Friends engage in that are not strategically aligned with the operations of the Gardens as shown in figure 1.

However, there are a significant number of joint activities undertaken by both parties that warrant collective input, planning and decision making.

Furthermore, as the Friends’ existence is predicated on their capacity to support and partner with the Management, the need for alignment of processes and projects is of paramount importance.

Within this context, this Action Plan serves to assist the Friends to re-assess how they can:

> interface more actively with the Board and Management;

> plan for future activities and funding opportunities within the Gardens;

> contribute to the positive profile of the Gardens and the Friends through active public relations processes; and

> positively contribute to the Gardens.

Wherever possible, Strategies in the Action Plan have been linked with the Botanic Garden of Adelaide’s (Board of the Botanic Gardens and State Herbarium) Strategic Plan 2004 – 2007: Plants, People, Culture.

The Action Plan Planning Process

The Friends of the Botanic Gardens of Adelaide Action Plan (2007 – 2009) has been developed over a six month period through a number of intensive “hands on” workshops with a number of the Friends (including Committee members) and some of the Management team of the Botanic Gardens of Adelaide.

The workshops were run by personnel from Strategic Matters and adopted a deliberate open and dynamic format that focused on those issues that:

> are within the sphere of influence of the Friends;

> are relevant to the future of the Friends;

> build constructive relationships; and

> are forward looking.

READING THE ACTION PLAN

The Action Plan has been developed around five core principles that are underpinned by a series of strategies and supported with a series of corresponding actions.

PRINCIPLE 1. STRONG IDENTITY FOR THE FRIENDS

1.1 Ensure strong image for the Friends

1.2 Create a new centre for the Friends

1.3 Enhance current publications

PRINCIPLE 2. EXCELLENCE IN INTERNAL OPERATIONS

2.1 Streamline administrative processes within the Friends

2.2 Improve communication channels within the Friends’ network

2.3 Adopt a coordinated approach to all Friends' events

2.4 Establish a contact for all information exchange to/ from Management

2.5 Improve reporting and information systems to stakeholders

2.6 Develop clear guidelines to select and fund projects

2.7 Improve the Committee Members’ awareness of governance and reporting arrangements

2.8 Refine the Induction kit and process for new members.

2.9 Create a progressive volunteers program, systems and framework for Friends’ volunteers

PRINCIPLE 3. RESPONSIBLE FINANCIAL MANAGEMENT

3.1 Strive to become cash positive within four (4) years

3.2 Develop an assertive and bold membership campaign to increase numbers

3.3 Diversify funding streams

PRINCIPLE 4. SMART PARTNERSHIPS

4.1Grow interstate links with other Friends to foster the exchange of ideas

4.2 Develop a suite of cooperative activities with North Terrace and kindred institutions

4.3 Develop a series of “Hands on” workshops for the public

4.4 Continue the bequest and bursaries program

PRINCIPLE 5. ENJOYABLE SOCIAL ACTIVITIES

5.1 Nurture the Friends through a range of interesting and enjoyable social events

PRINCIPLE 1. STRONG IDENTITY FOR THE FRIENDS

strategies	actions	partners	Links with Botanic Gardens’ Strategic Plan	Timing – due date
1.1 Ensure strong image for the Friends NOTE 1 – refer to Appendix A	- Formalise the agreement of use of the Goodman Building, North Lodge and other facilities through the development of a Memorandum of Understanding (MOU). - Develop new signs for the Friends - Ensure promotional material of Friends is available and accessible at key outlets eg: Goodman Building and Botanic Gardens shop.	Management	3) Effective engagement with the community & visitors AND 6) Effective partnerships & engagement with stakeholders AND 7) Integrated & responsive marketing and positioning	ongoing
1.2 Create a new centre for the Friends	- Develop an MoU with Management for the ongoing use of the North Lodge for Friends’ activities - Work towards the Master Plan over coming 3 – 5 years	Management Other Groups	6) Effective partnerships & engagement with stakeholders	Feb 2007
1.3 Enhance current publications NOTE 1 – refer to Appendix A	- Establish a Gazette Committee - Meet monthly to advance Gazette issues - Produce 4 A4 newsletter alternating with Gazette. - Ensure joint decisions on the Gazette with involvement from Friends and Management staff. - Retain control over Friends’ database. (Place a tick box on the New Friends’ Membership form for the release of their information).	Management communications and PR Community engagement personnel	2) Effective Business Management & organisational development AND 3) Effective engagement with the community & visitors AND 7) Integrated & responsive marketing and positioning	April 2007

PRINCIPLE 2. EXCELLENCE IN INTERNAL OPERATIONS

strategies	actions	partners	Links with Botanic Gardens’ Strategic Plan	Timing – due date
Internal administration
2.1 Streamline administrative processes within the Friends	- Develop/streamline internal process for triggering reminders, deadlines, agendas and the like. - Establish a schedule and objectives for each FRIENDS/MANAGEMENT meeting. Circulate in advance.		2) Effective Business Management & organisational development	March 2006
2.2 Improve communication channels within the Friends’ network	- Refine the Friends’ “tree/ pyramid” of communication to ensure information reaches the appropriate Friends Eg: distribute papers within 2.5 weeks following all meetings		2) Effective Business Management & organisational development	April 2007
2.3 Adopt a coordinated approach to all Friends’ events	- Assign a person / personnel to coordinate all events - Link events with the “Funds committee” and “Social events committee”. - Work with Manager Community Education & Public Programs to coordinate with the Management Events’ Calendar on a quarterly basis		2) Effective Business Management & organisational development AND 7) Integrated & responsive marketing and positioning	June 2007
Communication
2.4 Establish a ”Contact” for all information exchange to / from Management	- Request Director to nominate one staff of management as Friends’ “Contact” - Work with “Contact” to determine which managers are most appropriate to address specific issues - Continue practice for Director or Director’s nominee to attend Friends Committee meetings.	Management	2) Effective Business Management & organisational development 6) Effective partnerships & engagement with stakeholders	Dec 2006
2.5 Improve reporting and information systems to stakeholders	- Develop a “communications matrix” to identify FBGA stakeholder’s information requirements throughout the year. - Present a strategic half-yearly summary to Management and Board illustrating Friends’ activities and current issues. Issues to include: funds raised, number of new members, number of guides & acitivities.	Management	2) Effective Business Management & organisational development 6) Effective partnerships & engagement with stakeholders	May 2007 Thereafter twice yearly. May/October
Strategic relationship with MANAGEMENT
2.6 Develop clear guidelines to select and fund projects	- Develop guidelines and process for selection of projects - Meet with Management twice yearly to identify joint projects and funding opportunities	Management Board	2) Effective Business Management & organisational development AND 7) Integrated & responsive marketing and positioning	June 2007 Thereafter every 6 months
2.7 Improve the Committee Members’ awareness of governance and reporting arrangements	- Work with Management to arrange training session for Friends Committee relating to governance structures, understanding of the Board’s role and the MOU.	Management	2) Effective Business Management & organisational development	First session Feb 2007
Volunteers and mentoring
2.8 Refine the Induction kit and process for new members. NOTE 2 – refer to Appendix A	- Introduce a “buddy” system for new members - Hold guided walk for new members on quarterly basis. Link with a morning / afternoon tea. - Establish and promote “Quarterly Walk” dates		2) Effective Business Management & organisational development 6) Effective partnerships & engagement with stakeholders	April 2007
2.9 Create a progressive volunteers program, systems and framework for Friends’ volunteers	- Develop guidelines and job descriptions for all Friends’ volunteers - Link with and learn from other successful volunteer programs.	Volunteers SA	2) Effective Business Management & organisational development ABD 3) Effective engagement with the community & visitors AND 6) Effective partnerships & engagement with stakeholders	June 2007

PRINCIPLE 3. RESPONSIBLE FINANCIAL MANAGEMENT

strategies	actions	partners	Links with Botanic Gardens’ Strategic Plan	Timing – due date
3.1 Strive to achieve a cash surplus within two (2) years	- Increase membership from 650 to 1,000 members - Regularly review investment options / portfolio		2) Effective Business Management & organisational development	Feb 2009
3.2 Develop an assertive and bold membership campaign to increase numbers	- Consider using a marketing person - Target non traditional markets eg: DINKS and young persons - Link and advertise through press and radio media - Link with Manager Community Education & Public Programs’ events	Management Media Office for the Ageing	2) Effective Business Management & organisational development AND 3) Effective engagement with the community & visitors AND 7) Integrated & responsive marketing and positioning	Dec 2007
3.3 Diversify funding streams	- Enhance the “Fund Raising Committee” to plan for a range of specific activities and projects in the garden - Diversify the merchandise sold by the Friends - Develop capacity to sell merchandise on the internet - Explore a “User pays approach for some activities / benefits		2) Effective Business Management & organisational development AND 3) Effective engagement with the community & visitors	Sept 2007

PRINCIPLE 4. SMART PARTNERSHIPS

strategies	actions	partners	Links with Botanic Gardens’ Strategic Plan	Timing – due date
4.1 Foster interstate links with other Friends for the exchange of ideas	- Undertake regular monitoring of interstate and overseas periodicals - Continue active membership of the National Association - Preparation of reports by those Friends attending overseas or interstate events		3) Effective engagement with the community & visitors AND 6) Effective partnerships & engagement with stakeholders	ongoing
4.2 Develop cooperative activities with North Terrace and kindred institutions	- Work with Manager Community Education & Public Programs to produce a calendar of events - Work with Manager Community Education & Public Programs to ensure the partners and institutions are aware of activities and opportunities - Build cooperative projects within the precinct		3) Effective engagement with the community & visitors AND 6) Effective partnerships & engagement with stakeholders	March 2008
4.3 Develop a series of “Hands on” workshops for the public	- Form an in-house working group to advance the “Hands on” workshops - Invite experts to present on activities on an as needs basis		3) Effective engagement with the community & visitors AND 4) Effective Biodiversity conservation programs AND 6) Effective partnerships & engagement with stakeholders	Dec 2007
4.4 Continue the bequest and bursaries program	- Continue support to the Annual Gwen Thomas bequest Horticultural Training Program - Continue the Annual donation to Botanic Library		3) Effective engagement with the community & visitors AND 6) Effective partnerships & engagement with stakeholders	ongoing

PRINCIPLE 5. ENJOYABLE SOCIAL ACTIVITIES

strategies	actions	partners	Links with Botanic Gardens’ Strategic Plan	Timing – due date
5.1 Nurture the Friends through a range of interesting and enjoyable social events	- Create a social / events calendar - Develop a range of activities that will appeal to younger persons - Appoint a Functions Coordinator from the Friends who can work with the Manager Business Development - Develop a “Continuing Education” program for the Friends	Management Media		June 2007

strategies

actions

partners

Links with Botanic Gardens’
Strategic Plan

Timing –
due date

5.1 Nurture the Friends through a range of interesting and enjoyable social events

- Create a social / events calendar

- Develop a range of activities that will appeal to younger persons

- Appoint a Functions Coordinator from the Friends who can work with the Manager Business Development

- Develop a “Continuing Education” program for the Friends

Management

Media

June 2007

Timeline for Strategies

strategies	March 2007	June 2007	Sept 2007	Dec 2007	March 2008	June 2008	Sept 2008	Dec 2008	March 2009	June 2009	Sept 2009	Dec 2009	March 2010	June 2010	Sept 2010	Dec 2010
1.1 Ensure strong image for the Friends	ongoing
1.2 Create a new centre for the Friends
2.1 Streamline administrative processes within the Friends
2.4 Establish a “Contact” for all information exchange to / from Management
2.7 Improve the Committee Members’ awareness of governance & reporting
1.3 Enhance current publications
2.2 Improve communication channels within the Friends’ network
2.3 Adopt a coordinated approach to all Friends’ events
2.5 Improve reporting and information systems to stakeholders
2.6 Develop clear guidelines to select and fund projects
2.8 Refine the Induction kit and process for new members.
2.9 Create a progressive volunteers program, systems and framework for Friends’ volunteers
5.1 Nurture the Friends through a range of interesting and enjoyable social events
3.3 Diversify funding streams
3.2 Develop an assertive and bold membership campaign to increase members
4.1 Foster interstate links with other Friends for the exchange of ideas	ongoing
4.3 Develop a series of “Hands on” workshops for the public
4.2 Develop a suite of cooperative activities with North Tce & kindred institutions
4.4 Continue the bequest and bursaries program	ongoing
3.1 Strive to achieve a cash surplus within two (2) years

- Work being undertaken by Botanic Gardens of Adelaide Manager Community Education & Public Programs