14000 Addendum 2.pdf

Rev. 07/28/2016-14000 Addendum 2.docx

Finance Department David P. Schmiedicke, Finance Director City-County Building, Room 406 Purchasing Services 210 Martin Luther King, Jr. Boulevard Madison, Wisconsin 53703 Phone: (608) 266-4521 Fax: (608) 266-5948 finance@cityofmadison.com www.cityofmadison.com/finance/purchasing

DATE: March 12, 2025

RE: ADDENDUM 2

14000-0-2025-BP

Olbrich Botanical Gardens Comprehensive Master Plan

Notice to All Bidders:

The dates for the in-person interviews have been set for May 7 and May 8, 2025. Each finalist should plan to spend ½ day with the evaluation panel and staff of Olbrich Botanical Gardens.

Please note the following responses to the questions received:

Question 1 Will there be a Greenhouse on this project? Or upgrades to a current Greenhouse?

Answer 1 The greenhouses were updated as part of the most recent capital project and were completed in 2020.

New greenhouses or upgrades to the current greenhouses are not likely to be part of this project. If anything, a lathe house or improved hardening off area could be included in the new comprehensive master plan. If the gardens are expanded, additional greenhouses may be needed.

Question 2 There are two different due dates listed in the RFP (in sections 2 & 6). Please clarify the deadline (day and time) for the qualifications to be emailed to the City of Madison.

Answer 2 The correct date is March 21, 2025 at 2:00pm CDT.

Question 3 Section 5.5, question #6 refers to an Appendix B. Is “Appendix B” the same as “Form B: References” included within the RFP?

Answer 3 Yes, it should have read Form B.

Question 4 Do the required Forms A, B, and C count against any page limitations?

Answer 4 No.

Question 5 Do covers, table of contents, and divider pages count against any page limitations?

Answer 5 No.

mailto:finance@cityofmadison.com http://www.cityofmadison.com/finance/purchasing

March 12, 2025

3/12/2025-14000 Addendum 2.docx

Question 6 Can “Question #4. Engagement Strategy” be amended to include our proposed “Project Approach/Workplan” and proposed “Deliverables” in addition to “Engagement Strategy” within our proposal response? Can the page limit be extended to accommodate this additional information?

Answer 6 Yes, this is acceptable.

Question 7 Would you share with us the name of the OBS designated local non-profit consultant?

Answer 7 Amanda White Consulting - https://www.amandawhiteconsulting.com/ Amanda is in the process of completing a 3-year fund development plan with us.

Question 8 Would you share with us a list of individuals on the selection committee?

Answer 8 Not at this time.

Question 9 Would you share with us a list of firms invited to respond to the RFQ?

Answer 9.

The RFQu is open to any and all interested parties.

Question 10 Would you share with us OBG base maps and/or survey information?

Answer 10 Not at this stage in the process. Basemaps along with the existing survey information we have, which is incomplete, will be provided to the shortlisted teams.

Question 11 We understand OBG may have recently completed a visitor survey; would you share the results?

Answer 11 We have not completed a recent visitor survey. However, we recently started working with Alexandar Babbage (TruTrade) and have access to the visitor data provided to us through their services.

https://www.amandawhiteconsulting.com/

Question 12 When do you anticipate that an interpretive planning firm will be available to join the master planning process?

Answer 12 Late summer/early fall. We are currently working on the RFP with an anticipated release sometime this spring.

Question 13 In reviewing the questions on Page 5, most have logical places to be answered within the sequence laid out in section 5.5. However, I’m not quite sure where answers to numbers 6,7 and 8 are meant to live.

Answer 13 Please see the updated section 5.5 at the end of this Addendum with the updated set of questions, page limits, and percentage of total scores.

Question 14 What new buildings or renovations would you anticipate in this Comprehensive Plan?

Answer 14 The are two existing buildings that need to be addressed. They include the Atrium and the Administration Building. The Atrium is the original building built in the 1970’s. This building has numerous infrastructure items that need to be addressed. For example, the deck extending from the Atrium is not in use due to the instability of the deck boards. The Administration building was built in the early 1990’s to serve 150,000 annual visitors. Last year we exceeded 372,000 annual visitors. The Administration Building includes the main lobby, main bathrooms, gift shop, former library (transitioning to a guest resource center), and commons (main gathering space). The City of Madison Engineering Department is working on a mechanical, structural, and electrical assessment for our entire site. This document will be available for use during this planning process. It details the status of all site facilities and categorizes each element into condition levels from life safety, poor, fair, good, and excellent.

The Bolz Conservatory was built at the same time as the Administration Building. It too has undergone multiple facility assessments. We’re currently waiting for the final assessment and cost details for fixing the items that need to be addressed in a 30+ year glasshouse. We will have that plan by the end of this month.

Question 15 Would the Garden intend on expanding into adjacent park space or staying within their existing footprint?

Answer 15 Yes, there is a possibility of expansion for Olbrich Botanical Gardens. In 2009, the Olbrich Botanical Society and City of Madison agreed on a land swap for the expansion of Olbrich Botanical Gardens. This land is located next to the Royal Thai Pavilion. Currently located on this ~9 acre parcel is a small boat launch, parking lot, 2 softball diamonds, and restrooms. To see the updated plan that details this land swap and accompanying information click here:

https://madison.legistar.com/LegislationDetail.aspx?ID=1068830&GUID=1156D023-3C91-4749-95CA- E42080CDD619&FullText=1

Question 16 Is there a percentage of minority participation on the consultant side that is required by the City?

Answer 16 No.

https://madison.legistar.com/LegislationDetail.aspx?ID=1068830&GUID=1156D023-3C91-4749-95CA-E42080CDD619&FullText=1 https://madison.legistar.com/LegislationDetail.aspx?ID=1068830&GUID=1156D023-3C91-4749-95CA-E42080CDD619&FullText=1

Question 17 For this project, what is the anticipated number of public engagement meetings or level of engagement outside the Garden staff and stakeholders?

Answer 17 We expect an engaged process as residents in Madison participate strongly in community engagement meetings. The number of stakeholders and frequency of the meetings will be determined and agreed upon by the winning design team and Olbrich.

Question 18 Should travel expenses be accounted for within the stipulated budget of $250,000?

Answer 18 Yes.

Question 19 Will OBS’s designated local nonprofit consultant provide financial planning, income and expenses for future expansions and improvements for the Garden in a separate fee from this proposal; so we do not need to provide this type of consultant?

Answer 19 Yes, the fees for Amanda While Consulting are being covered separately and not included in the project budget.

Question 20 Can you share a copy of the Gardens strategic plan?

Answer 20 Yes. See the strategic plan document for details.

Question 21 If we are out of state, are we expected to be registered to do business in Wisconsin or Madison? Are there any additional requirements of this nature?

Answer 21 You should be able to do business in Wisconsin without having to register. There are no additional requirements.

Question 22 I see that 6 pages are allotted for references. Is there other information that we should be including, aside from Appendix B and describing what makes each stand out? 6 pages feels like quite a lot.

A follow question is, I assume the allotted page counts should be considered maximum rather than a requirement? I can see each reference having 1 page, for a total of 3 pages.

Answer 22 You should provide a summary of each, including, but not limited to:

• The size of the project

• Who worked on it

• Challenges you faced

• Successes in the project

• What you might do differently next time

• Any applicable pictures, charts, graphs

Yes, the allotted page counts are a maximum.

Question 23 Will the planning include future buildings such as new education or events structure?

Answer 23 In 2020, we completed the Frautschi Family Learning Center, so an education indoor space is not needed. However, if we are to expand it is likely we will need structures of some sort to support programming and events in this part of the garden. Other areas for future buildings is the renovation or changing of the current Atrium and Administration buildings due to their current infrastructure needs and capacity limits.

Question 24 Can you clarify the expectations for addressing the questions in Guiding section 5.4? Several questions make sense to address in the allocated sections in 5.5 and some do not, for example:

• Guiding Overview Question 6. Describe the package of deliverables you propose for OBG’s comprehensive plan.

• Where should deliverables/scope of services be included in the Required Information and Content of Qualifications? Do we have a page limit?

• Guiding Overview Question 7. The goal of OBG is to complete the comprehensive plan by December 2025. Propose a timeline for completion of the full comprehensive plan.

Where should a schedule/timeline be included in the Required Information and Content of Qualifications? Do we have a page limit?

Answer 24 Please see the updated section 5.5 at the end of this Addendum with the updated set of questions, page limits, and percentage of total scores.

Question 25 Should forms A, B, and C be included in the qualifications package or submitted separately?

Answer 25 They should all be included together as one pdf.

Question 26 For 6. Project References- are you asking for project sheets or only contact references for relevant projects?

Answer 26 There should be three references provided in Form B. For question 6, you should go into further detail.

Please reference the answer to Question 22.

Question 27 Form A is called Price Proposal but no place to list price or budget - do you want a price breakdown submitted with the form, and how in depth?

Answer 27 That was left in by accident. There should not be any price proposals included.

Question 28 Regarding question 2 under 5.4, can you let us know what information is currently available about the Gardens? E.g. site survey, CAD files, assessment, etc. We would like to understand whether there’s a need to propose assessment or survey scope, etc.

Answer 28 We do not have a legal site survey with topography for the property. We have up to date CAD maps of the gardens and property; locations of mature trees, path edges and structures have been surveyed, and all plants are shown and labeled. We also have a BRAHMS database to house our plant records. Our plant maps are not georeferenced to our plant database though accession numbers are noted on maps for collections tracking.

For infrastructure assessments, we have a full site assessment that is near completion. This assessment is for the entire gardens and focuses on structural, mechanical, and electrical items. It will be provided to the design firms that are shortlisted.

Question 29 Can we include divider pages between sections?

Answer 29 Yes.

Question 30 Should responses be organized as “ 1. Letter of Interest, 2. Team Organizational Structure and Team Lead…” or “Statement 1. Letter of Interest, Statement 2. Team Organizational Structure and Team Lead…”

Answer 30 The first way.

Question 31 What is the expectation for number of in-person public workshops?

Answer 31 We expect a very engaged process as residents in Madison are highly engaged in their community. The number of stakeholders and frequency of the meetings will be determined and agreed upon by the winning design team and Olbrich.

Question 32 What is driving the December 2025 deadline? Is there wiggle room in that schedule?

Answer 32 Yes, there is wiggle room and December 2025 is not a hard deadline.

Question 33 What is the perimeter of the project site?

Answer 33 The perimeter of this project includes the following areas as outlined on this map:

https://madison.legistar.com/View.ashx?M=F&ID=1763946&GUID=1EB2714A-7BAE-4341-8B06-

DAC35610248A

• Existing Gardens - gardens, greenhouses, Bolz Conservatory, hoop houses, maintenance shed and barns, Learning Center, Administration Building, and Atrium

• Garden Expansion - existing boat launch, parking lot, restrooms, and 2 softball diamonds)

• Parking/Paved Area -existing parking lots and areas for expanded parking

Note: Our site includes Sugar Ave. which is a public road that runs from the parking lot of Olbrich Gardens across the railroad tracks to Garver Feed Mill. Sugar Ave. divides our main gardens from our hoop houses and maintenance sheds. No public traffic is allowed on this road; however it is highly used for pedestrian foot and bike traffic, Garden vehicles, and some vehicles from Garver Feed Mill. Olbrich staff frequently use this road to access the horticulture staff offices in the Garver Cottage and items from our storage facility, which is located next to Garver Feed Mill (marked Garden Maintenance Area on the map).

Question 34 Has the OBG interpretive plan team been selected? If not, when will that RFQ be issued?

Answer 34 No, they have not been selected yet. We’re still in the process of completing the request for proposals for an interpretive planner. We anticipate that RFP to be out in late spring. Note, this RFP is through the Olbrich Botanical Society and won’t be a City of Madison process.

Question 35 Can you please provide the recently completed mechanical, structural & electrical site assessment mentioned in the RFQ?

Answer 35 Yes, we will provide these assessments with the shortlisted firms.

Question 36 Are there existing partnerships with local educational institutions or community organizations that should be considered in the planning process?

Answer 36 Yes, there are many existing partnerships that should be considered in the planning process. However, we are also seeking ways to engage new partners through this process with the goal of creating a garden that is more inviting to all members of our community.

Question 37 Are there any specific sustainability or green building requirements that need to be incorporated into the Comprehensive Plan?

Answer 37 The City of Madison has ambitious goals to reduce our impact on the environment and climate change.

Olbrich Gardens is seeking to be a leader in this area for landscapes in Madison. To learn more about the City of Madison’s goals visit: https://www.cityofmadison.com/sustainability/climate https://madison.legistar.com/View.ashx?M=F&ID=1763946&GUID=1EB2714A-7BAE-4341-8B06-DAC35610248A https://madison.legistar.com/View.ashx?M=F&ID=1763946&GUID=1EB2714A-7BAE-4341-8B06-DAC35610248A https://www.cityofmadison.com/sustainability/climate

Question 38 Do stipends for engagement need to be included as part of the consultant fee or can it be an expense?

Answer 38 Included.

Question 39 Will current OBS/OBG be part of some engagement strategies or are the consultants to lead and direct it all?

Answer 39 Consultants are expected to lead and direct the public engagement opportunities. Olbrich staff will assist with this process and provide tools available from the City of Madison (i.e. language interpreters).

Question 40 Do you have demographic data sources about members and/or visitors to help understand accessibility, welcoming and inclusive practices?

Answer 40 Yes, we have visitor data from the newly acquired Alexandar Babbage program. See question 11 for details on the data provided for visitors from 2023-2024. We have member data by zip code.

Question 41 Will OBS/OBG inform what stakeholders need to be engaged or does the consultant team need to define through engagement?

Answer 41 OBG will provide existing stakeholder information to the selected firm. We are also looking to connect with new stakeholders through the community engagement process.

Question 42 Who will be the consultant team’s point of contact be for the project?

Answer 42 Tanya Zastrow, Executive Director, Olbrich Botanical Gardens.

Question 43 What is the relationship between OBG & Garver Feed Mill?

Answer 43 Garver Feed Mill is the restored mill located behind Olbrich Gardens, separated by the railroad tracks, and accessible by Sugar Ave. Garver Feed Mill is home to restaurants, a coffee shop, small retailer, photography studio, art gallery, spa, and yoga studio. In addition, Garver Events operates their rental program for both private and public events. Olbrich event staff meet regularly with their event staff to discuss possible collaborations and to discuss how to avoid competing events. Leadership for Olbrich Gardens and Garver Feed Mill meet periodically as well.

Question 44 The RFQ mentions “address[ing] current infrastructure issues while strategically planning repairs, improvements, and possible additional facilities”. Is an Architectural Consultant needed as part of the possible additional facilities mentioned?

Answer 44 Yes, an architectural consultant is ideal for the existing structures and possible future ones.

Question 45 Who is the non-profit consultant supporting the fundraising feasibility study?

Answer 45 Amanda White Consulting - https://www.amandawhiteconsulting.com/

Question 46 What is the timeline for Olbrich’s Interpretive Plan?

Answer 46 RFP announced this spring with interpretive firm beginning their work this summer.

Question 47 Can the City please share the rubric that will be utilized to score the RFQ submissions?

Answer 47 No.

Question 48 Is the 2022 Strategic Plan available for review prior to submitting the qualifications package?

Answer 48 Yes.

Question 49 Can you provide information on current visitation, including numbers, times of year, and demographics?

Answer 49 372,000 visitors in 2024. 344,000 visitors in 2023. 342,000 visitors in 2022. Peak season includes May- September. Other busy months include December and February. For demographic data, see the overview graphic provided by Alexandar Babbage in an earlier question. Garver Feed Mill welcomed over 270,000 people in 2024.

Question 50 What kinds of public engagement has the Garden undertaken in the past, including during the strategic plan, and is that available? Who in the Gardens staff or consultants undertook that work?

Answer 50 For the strategic plan completed in 2022, we worked with Rick Daley from EMD Consulting. Plan is shared in an earlier question. For that plan, there were multiple engagement meetings with staff, volunteers, Madison Parks staff, elected officials, and multiple stakeholder groups. Larger public engagements were conducted for prior master plans in the early 2000’s. The data from these prior public engagements will be available to the selected design firm.

Question 51 Is a site survey available and if so at what level of detail? What is the status of a collections database or mapping?

Answer 51 We do not have a legal site survey with topography for the property. We have up to date CAD maps of the gardens and property; locations of mature trees, path edges and structures have been surveyed, and all plants are shown and labeled. We also have a BRAHMS database to house our plant records. Our plant maps are not georeferenced to our plant database though accession numbers are noted on maps for collections tracking.

https://www.amandawhiteconsulting.com/

Question 52 Is there a collections plan available for review prior to submitting the qualification package.

Answer 52 Yes.

Question 53 As a Landscape Architecture firm leading the process, what additional areas of expertise or consultant team members would be most desirable to the success of this planning process?

Answer 53 We expect a qualified team of experts that can provide the level of experience and expertise needed to help shape the future of Olbrich Gardens.

Question 54 Which architects or engineers conducted the recently completed assessment mentioned in item 2 of the Project Objectives section (5.3), and would you recommend including them on our team?

Answer 54 IMEG, not necessarily.

Question 55 Would you like us to include on our team a local architecture firm with whom you may have recently collaborated with as part of a remodel of the conservatory or other structures at OBG?

Answer 55 No preference on architect. We have yet to select a firm to complete the necessary maintenance work for the Bolz Conservatory.

Question 56 For master plans, we typically include a financial planning and operations analysis consulting firm on our team. In this case, would this type of consultant overlap in scope with the local nonprofit consultant mentioned in item 11 of section 5.3?

Answer 56 Not necessarily. Our local nonprofit consultant will bring to the table a local perspective related to fundraising.

Question 57 Regarding the potential expansion mentioned in item 6 of section 5.3, do you have a larger footprint available for expansion, or is this referring to a redesign of some of the existing gardens?

Answer 57 Yes, there is a potential to expand on the land next to the Royal Thai Pavilion. See the answer to question 33 for more details and a link to a map.

Question 58 In the Guiding Overview section (5.4), items 6-8 reference deliverables, timeline, and products and services. Which section(s) would you recommend we include this information in?

Answer 58 Please see the updated section 5.5 at the end of this Addendum with the updated set of questions, page limits, and percentage of total scores.

Question 59 Is there a page limit for the RFQU? The Required Information and Content of Qualifications section (5.5) specifies 19 pages plus resumes; are we permitted to include a table of contents, as well as front and back cover pages?

Answer 59 Yes, those will not count against the page limit.

Question 60 Appendix B is referenced in item 6 of section 5.5. Could you confirm if this refers to "Form B" in the Required Forms to Submit

Answer 60 Yes, this is accurate.

Question 61 Are there any foreseen architectural components that need to be addressed as part of the Comprehensive Master Plan?

Answer 61 Yes, the current aging infrastructure and capacity limitations.

Question 62 Is there an intended number of public engagement meetings and events planned as part of the Comprehensive Master Plan process?

Answer 62 No.

Question 63 Can you please provide the recently completed MEP/Structural site assessment report as mentioned in the RFP section 5.3 Project Objectives?

Answer 63 Yes, we will provide these assessments with the shortlisted firms.

Question 64 Are travel expenses intended to be included in the $250,000 budgeted fee listed in RFP section 5.4 Guiding Overview?

Answer 64 Yes.

Question 65 Typically, we have seen similar Comprehensive Master Plan projects run from 9-12 months, depending on the level of engagement. Is there a specific event or deadline associated with the schedule goal listed in 5.4 Guiding Overview of the Comprehensive Master Plan being completed by December 2025? If so, could you share what that is?

Answer 65 We are flexible with the timeline and December 2025 is not a firm date. A 9-12 month timeline works for us.

Question 66 Can you please provide information about who worked on the MEP/structural site assessment, as noted in 5.3 Project Objectives?

Answer 66 IMEG completed the structural, mechanical, and electrical assessment for all facilities. Staff from the City of Madison Engineering Department are completing the assessment on all areas for which they have internal expertise in the City. The full site assessment is not finished but is expected to be completed soon. The Bolz Conservatory assessment is fully complete and is in the final stages of a full cost estimate for the work that needs to be completed.

Question 67 Outside of the non-profit consultant listed in the RFP Section 5.3 Project Objectives, are there any additional operations or financial consulting needs that are known at this time?

Answer 67 No.

Question 68 What, if any, information is available for the surrounding Olbrich Park and Garver Feed Mill that can be used to address the current and future capacity limitations and Challenges of OBG, as noted in the RFP section 5.3 Project Objectives?

Answer 68 For more details on Olbrich Park visit: https://www.cityofmadison.com/parks/find-a-park/park.cfm?id=1315

For more details on the future plan for the North Parcel of Olbrich Park visit:

https://www.cityofmadison.com/parks/projects/olbrich-park-north-parcel-park-development-plan This is the land on the opposite side of Garver Feed Mill from Olbrich Gardens.

Garver Feed Mill had 270,000 people visit in 2024. It is home to multiple restaurants, a coffee shop, yoga studio, photography studio, event rental space, seafood company, and a small retail shop. They currently have 119 parking spaces with more planned for the North Parcel. Due to their proximity to Olbrich Gardens, visitors to Garver Feed Mill often park at Olbrich Gardens and walk over and vice versa.

Depending upon programming and events, the demand for parking in both places can be quite high.

Question 69 Can you please provide the Strategic Plan for OBG completed in 2022 as noted in the RFP section 5.2 Project Background? And can you provide information on who conducted the Strategic Plan?

Answer 69 We worked with Rick Daley from EMD Consulting. Yes, we can share the plan.

Question 70 Will the consultant selected for the Comprehensive Plan be excluded from submittal for the anticipated Interpretive Plan RFP that is intended to be completed in 2025? Or will consultants be allowed to submit on both RFPs?

Answer 70 No, they can apply for the interpretive plan RFP. Note, the RFP for the interpretive plan will be sent out by Olbrich Botanical Society and not through the City of Madison.

https://www.cityofmadison.com/parks/find-a-park/park.cfm?id=1315 https://www.cityofmadison.com/parks/projects/olbrich-park-north-parcel-park-development-plan

Question 71 Can you please address the reasoning behind separating the RFP for the Comprehensive Master Plan and Interpretive Plan

Answer 71 Yes, we made that decision due to funding sources and processes. Olbrich Botanical Society is funding the interpretive plan and will manage the RFP process. The comprehensive plan is also funded by Olbrich Botanical Society but is being managed by the City of Madison because the plan outlines the future of the land. Due to these different processes we decided to proceed with the two plans separately.

Question 72 With regard to section 5.3 Question 11, can you please clarify who the nonprofit partner referenced here is and do they satisfy any need for an operational consultant?

Answer 72 Amanda White Consulting is the consultant. She specializes in fundraising.

Question 73 With regard to section 6.2, is the submittal deadline March 21 or March 12?

Answer 73 March 21.

Question 74 Will the city/OBG be providing a facilitator for community outreach?

Answer 74 We anticipate that the design firm will lead the community outreach. Assistance will be provided by the City of Madison and Olbrich staff.

Question 75 Does the $250,000 include, or exclude, expenses?

Answer 75 Includes.

Please direct any other questions to the Purchasing contact person below.

Brian Pittelli City of Madison Purchasing Services

PH: (608) 267-4969

bpittelli@cityofmadison.com mailto:bpittelli@cityofmadison.com

5.5 REQUIRED INFORMATION AND CONTENT OF QUALIFICATIONS [95%] UPDATE

Responses must be in the same sequence and identified with the corresponding question number (Example: Statement 1, Statement 2, etc.). Please limit responses in this section to the specific page limit listed next to each question. Resumes will not count towards the page limit. The percentage of the total score that each question is worth is listed as [x%] in each question.

1. Letter of Interest (1 page)

2. Team Organizational Structure and Team Lead (4 pages) [15%] This section should include team structure and project lead. Include a summary of each role and identify any subconsultants. Describe the specialties and strengths of the individual team members. Briefly describe the firm along with its commitment to equity and inclusion. Please include resumes. Resumes will not be counted towards the page limit.

3. Prior Work & Experience with Botanic Gardens (4 pages) [25%] Summarize experience working with botanic gardens or arboreta with emphasis on comprehensive/master plans. Detail prior experience on child-focused gardens and ecologically mindful landscapes and garden spaces.

4. Engagement Strategy (2 pages) [15%] Identify the engagement strategy you would use to collect input from the community with a focus on inclusion and equity.

5. Environmental Commitment (2 pages) [15%] Identify your experience working on projects that demonstrate a commitment to environmental resiliency. Include any certifications received.

6. Project References (6 pages) [5%] For each reference included in Appendix B, describe what makes them stand out. References should be of botanic gardens or arboreta for which you worked on the preparation of a comprehensive/master plan. You should provide a summary of each reference, including, but not limited to:

• The size of the project

• Who worked on it

• Challenges you faced

• Successes in the project

• What you might do differently next time

• Any applicable pictures, charts, graphs

7. Describe the package of deliverables you propose for OBG’s comprehensive plan (2 pages).

[10%]

8. The goal of OBG is to complete the comprehensive plan by December 2025. Propose a timeline for completion of the full comprehensive plan (1 page). [5%]

9. The budget for this comprehensive plan is $250,000 (funded by OBS through the City of Madison process). What services and products would you provide for a budget of this size? (1 page) [5%]

Strategic Plan 2023-2025

Olbrich Botanical Gardens

Strategic Plan 2023-2025

Olbrich Botanical Gardens History and Organization

WHERE WE STARTED

Olbrich Botanical Gardens exists because of the vision of Madison attorney Michael B.

Olbrich, who purchased land next to Lake Monona for the development of a park after noticing that almost all the lakeshore in Madison was being developed. He felt that a park on the east side of Lake Monona would benefit the largely working-class residents of the area.

Mr. Olbrich envisioned a flower garden as part of this new park. In 1921, in partnership with the Madison Park and Pleasure Drive Association, the City of Madison took title to its newest park; it was named “Olbrich Park,” in 1929 in honor of its founder. In 1952, work on the parkland was largely complete and development began on the botanical gardens.

Michael Olbrich’s vision continues to guide Olbrich Botanical Gardens. Consistently ranked as a top tourist destination, Olbrich attracted more than 340,000 visitors in 2022, enhancing the economic and cultural vitality of its neighbors and the region. Olbrich’s strong sense of place, designed to inspire serenity and comfort, appeals to both everyday visitors and garden aficionados alike.

The tropical Bolz Conservatory and Visitor Center opened in 1991. A gift shop, gardening library, and meeting rooms offer additional amenities in the Visitor Center. In late 2019, construction was completed on Olbrich’s largest facility building project in 20 years - state-of-the-art greenhouses and the Frautschi Family Learning Center, Olbrich’s first dedicated education space.

WHO WE ARE

Olbrich Botanical Gardens features 16 acres of free outdoor display gardens and the year-round tropical Bolz Conservatory. The outdoor gardens feature the beauty of Midwestern hardy plants in a setting of prairie style architecture, providing enjoyment for the visitor and inspiration for the home gardener. The Royal Thai Pavilion and Garden is unique in the continental United States, and features an innovative Midwestern tropical garden.

The Bolz Conservatory, a sunny glass pyramid, houses a diverse collection of tropical plants growing in a naturalized setting. Programs, exhibits, concerts, and classes are offered year-round. Membership in the Olbrich Botanical Society offers free or reduced admission to programs and exhibitions, class and gift shop discounts, reciprocal benefits at botanical gardens across the country, and more.

Introduction to the Strategic Plan

The strategic plan’s purpose is to set the overall direction of Olbrich Botanical Gardens and be a touchstone for all major decisions. The Plan articulates the mission, vision, guiding principles, financial strategy, over-arching goals, strategies, and priorities. These are supplemented by specific objectives. The objectives are reviewed annually and revised while the guiding principles remain the key guideposts.

The strategic plan was developed by a Core Planning Team comprised of the Gardens’ Executive Director and several key staff and board members, with input from the entire Olbrich Botanical Society Board, Olbrich staff, the Madison Parks Division, volunteers, and community involvement. The Plan was facilitated by EMD Consulting Group with community involvement assistance from Findorff Strategic Insights and The People Company.

Mission:

To enrich lives and inspire people to live in harmony with the natural world.

Vision:

We will be a locally treasured and globally renowned source of beauty and knowledge celebrating the importance of plants to foster a sustainable world.

Guiding Principles:

We are committed to:

• Accessibility – being easily accessible and welcoming to all

• Responsible Stewardship – responsible stewards of finances and resources

• Climate & Environment Advocacy– environmental sustainability, including our commitment to slow climate change, are critical drivers for our success

• Partnerships – our partnerships are vital to Olbrich Botanical Gardens including our association with the Madison Parks Division, the Olbrich Botanical Society, and numerous community organizations

• Life-long Learning – we believe in touching people’s lives with the importance of plants and nature at all stages of life

Inclusion Statement:

Olbrich Botanical Gardens aspires to be a destination where all visitors, volunteers, and staff are valued and feel they belong. With conscious intent and continuous learning, Olbrich Botanical Gardens' staff, volunteers, and board will address barriers to inclusion through education, operational changes, and partnerships with the community.

Land Acknowledgement Statement:

Ho-Chunk oral tradition states “we have always been here.” Despite colonial invasion, genocide, and forced removal, the Ho-Chunk have since time immemorial been the gardeners and protectors of this sacred land, Teejop (day-JOPE), on which Olbrich Botanical Gardens now resides. Olbrich acknowledges the sovereignty of all people who have a historic connection to this land, who have and will always be here, and honors their legacy of sustainably cultivating the land so that it can be enjoyed and gardened for generations to come.

Partnership Statement:

Olbrich Botanical Gardens is operated as a public-private partnership between the City of Madison Parks Division and the non-profit Olbrich Botanical Society.

Financial Strategy Statement:

To ensure continued stability and growth, Olbrich Botanical Gardens must intentionally and boldly increase its available financial resources. This includes sustaining the City of Madison’s operating and capital commitments, while substantially increasing earned revenues and philanthropic support through the non-profit Olbrich Botanical Society.

Transformative Goals:

I. Present exceptional, diverse gardens, landscapes, and collections as a model of sustainable horticulture.

Strategy: Continuously improve our horticultural and landscape displays for public enjoyment, appreciation, and understanding, ensuring they demonstrate best sustainable practices.

Priorities:

• Ensure that our plant collections advance our commitment to environmental sustainability

• Evaluate the quality of our horticulture and landscape displays by using visiting committees

• Increase native plants in the collections and decrease use of non-natives

• Label all species in the Conservatory

II. Enhance Olbrich Botanical Gardens’ programming and learning experiences to foster connections with the natural world.

Strategy: Develop an integrative interpretive experience for our guests, create new targeting programming for intentional audiences, and strengthen learning opportunities.

Priorities:

• Develop a robust interpretive program for the gardens and Conservatory

• Focus on providing programming and learning opportunities for new audiences

• Expand the use of Olbrich Botanical Gardens’ information services to enhance all programs and engagement experiences for all guests

III. Create exceptional, inclusive experiences at and with Olbrich Botanical Gardens.

Strategy: Improve the overall experience by implementing a comprehensive guest services program

Priorities:

• Develop a new Guest Experience Department and a comprehensive guest services plan

• Conduct a comprehensive guest survey

• Expand Olbrich’s community impact with targeted programs and partnerships

IV. Optimize and invest in human, financial, infrastructure, and support resources to meet Olbrich Botanical Gardens’ aspirations.

Strategy: Increase our capacity to serve our guests, members, donors, and the community by building all our revenue streams, developing our staff, board, and volunteers, and improving our infrastructure

Priorities:

• Develop and implement a long-term plan for financial growth and sustainability

• Focus on building membership and contributed revenues

• Begin process of American Alliance of Museum accreditation

• Complete maintenance projects identified in the building assessment

• Complete a new site Master Plan

• Conduct a board evaluation and restructure accordingly