ABOUT THIS PLAN
As Desert Botanical Garden approaches its second century, the 2040 Compass reframes our role as more than just a physical destination in Papago Park It positions the Garden as a global leader in desert plant display, research and community engagement
This plan starts from a clear reality: desert regions are on the front lines of the future Rapid population growth, intensifying urban heat, constrained water systems and ecosystem changes are reshaping communities in Arizona and across the globe
Guided by five North Stars, the 2040 Compass aligns our entire operation to celebrate the desert’s extraordinary beauty while also confronting its most urgent challenges
This 2040 Compass is not just a vision — it is our commitment to leadership The future of desert living will be shaped by those who lead Desert Botanical Garden chooses to lead
Chris Kline President & CEO Desert Botanical Garden
Scott Burdick Chair, Board of Trustees
Harold Dorenbecher Chair, Strategic Planning
OUR GUIDING MISSION
Bring people together to protect and celebrate the unique wonders of the desert .
OUR 2040 VISION
Lead the world in desert plant display and research that delivers real-world benefit and knowledge sharing.
EXECUTIVE SUMMARY
The 2040 Compass is the Garden’s 15-year roadmap to transform the Garden from a beloved destination into a global leader in desert solutions — uniting beauty, science and community to deliver real-world impact By its centennial year, the Garden will be more impactful, more accessible, more immersive and more resilient — a place where people don’t just visit but belong and act
This roadmap is guided by five North Stars:
North Star 1: Research and Scale Solutions to the Desert’s Greatest Challenges
North Star 2: Bring Desert Stories and Impact to Life
North Star 3: Set the Global Standard for Desert Plant Showcase
North Star 4: Grow Community Through Shared Desert Experiences
North Star 5: Secure Operational Capacity and Financial Sustainability
The 2040 Compass is a long-range plan that answers three basic questions:
• Where are we going?
• How will we get there?
• And how will we know we’re making progress?
To make the plan actionable, all work is phased across three time horizons, with specific initiatives identified in each of the three phases. This structure allows the Garden to move forward with focus today (in Phase 1) while adapting as conditions and opportunities evolve over time
Two core priorities cut across all North Stars:
Expanding Reach
Our impact on the desert is only as strong as our reach By 2040, we plan to engage two million people annually through a mix of immersive on-site experiences, community partnerships outside our gates and digital learning that scales access globally
Launching Two Desert Century Campaigns
Between now and 2040, we plan to invest in what must last and what must grow We’re setting a $100 million endowment goal to permanently safeguard our plants, research and campus We’re also committing to $100 million in capital investments to expand infrastructure and experiences for the future .
• North Stars: The Garden’s guiding lights to carry us toward 2040
• Strategic Goals: The broad measures of success under each North Star to drive our mission
• Key Initiatives: The “what” we wish to accomplish under each strategic goal These will change during each phase of the strategic plan (Phase 1, 2 and 3)
• Action Steps: the “how” we will make each initiative come to life (staff planning & execution), including specific projects, timelines and people responsible for implementation
• Metrics: Our measurable objectives, benchmarks and ROIs that demonstrate how we’ll know we’ve achieved progress as we march toward 2040
Research and Scale Solutions to the Desert’s Greatest Challenges
We turn desert research into scalable solutions for heat, water and long-term desert resilience .
Goal 1: Focus research on the most urgent and solvable desert challenges.
Phase 1 Initiatives | 2027-2031
1 Align our research priorities to heat and water solutions that protect desert plants, support human health and strengthen desert ecosystems
2 Launch visible pilot projects that test research in real desert conditions and demonstrate real-world solutions
3 Modernize and safeguard the Garden’s collections to secure these scientific assets for the future.
Goal 2: Extend the reach and influence of research through partnerships, storytelling and talent development.
Phase 1 Initiatives | 2027-2031
1 Build a comprehensive science communications plan that translates our research into public understanding and use
2 Expand desert-science training through fellowships, internships and workforce programs to train future desert researchers and practitioners
3 . Grow collaborative research with like-minded partners to accelerate scientific discoveries that can provide scalable solutions to heat, water and other desert challenges .
Goal 3: Scale solutions into real-world impact and community participation.
Phase 1 Initiatives | 2027-2031
1 Create a public heat and water resilience resource hub with practical tools for communities and municipalities
2 . Launch or partner to create an annual desert sustainability summit focused on action and with community partners
3 . Develop pathways to sustain and scale both research and solutions financially.
Bring Desert Stories and Impact to Life
We connect communities through learning, storytelling and partnerships to help people live well in the desert .
Goal 1: Align the Garden around a shared desert story and learning system.
Phase 1 Initiatives | 2027-2031
1 Define the Garden’s desert story — and the Garden voice — to ensure it is reflected consistently across experiences, interpretation and external communications
2 Define priority outcomes — what people should learn and how the Garden experiences should make them feel — and establish measures to track impact
3 . Launch digital engagement platforms that extend the Garden’s reach beyond our physical boundaries
Goal 2: Create lifelong pathways to share desert knowledge inside and outside the Garden.
Phase 1 Initiatives | 2027-2031
1 Build clear pathways for lifelong engagement — from youth programs to skills training, credentials, wellness and volunteerism — that deepen connection to the Garden over time .
2 . Deliver practical learning that helps people apply desert knowledge in their homes, landscapes and daily lives — including a revitalized Desert Landscape School
3 Finalize timeline and design to prioritize construction of a Myrna H. Berger Children & Family Garden as a new gateway to discovery
Goal 3: Grow community partnerships to advance desert living across the region.
Phase 1 Initiatives | 2027-2031
1 Build long-term partnerships with schools, municipalities, cultural institutions and community organizations to extend impact regionally
2 Launch collaborative efforts that address real community challenges — from resilience to cultural connection — through desert knowledge
3 . Develop sustainable funding and support models that expand reach while ensuring equitable access
Set the Global Standard for Desert Plant Showcase
We immerse people in the beauty of desert plants through mesmerizing landscapes and trails found nowhere else .
Goal 1: Elevate desert-plant displays into immersive urban landscapes that establish a new worldwide benchmark.
Phase 1 Initiatives | 2027-2031
1 . Create a Garden-wide standard for display excellence that aligns design, horticulture, interpretation and care across all trails, beds and landscapes .
2 Expand horticulture staffing, training and expertise to strengthen leadership in desert plant care and showcase
3 . Increase refresh cycles for plant beds and trails so displays evolve and remain visually exceptional
Goal 2: Build a climate-resilient foundation for world-leading displays.
Phase 1 Initiatives | 2027-2031
1 Implement a Garden-wide climate strategy that reduces heat stress for plants and guests through shade and other cooling techniques .
2 . Modernize infrastructure including irrigation, utilities and plant health systems
3 . Complete Phase III of the Hazel Hare Center for Plant Science to strengthen plant care, research and education (build new planned greenhouse and teaching space) .
Goal 3: Deepen multi-sensory immersion across our Papago Park campus and explore signature, scalable extensions.
Phase 1 Initiatives | 2027-2031
1 Integrate lighting, sound and interpretation to enhance immersion and accessibility
2 Update the Master Site Plan to prioritize new plant experiences and destination moments
3 Explore new physical and digital plant experiences that extend the Garden’s reach beyond Papago Park .
Grow Community Through Shared Desert Experiences
We create iconic gatherings and cultural experiences that connect people to place, to one another and to the desert we share .
Goal 1: Define a signature portfolio of iconic experiences.
Phase 1 Initiatives | 2027-2031
1 Refine the experience portfolio—events, art exhibitions, music and festivals—to focus on offerings with the greatest mission and community impact, and sunset legacy experiences that no longer serve that purpose
2 Define a signature annual lineup of new flagship experiences, supported by a multi-year planning calendar
3 Grow experience-based revenue through rentals, premium offerings, sponsorships and strategic licensing—while protecting the quality of the visitor experience
Goal 2: Make the Garden Arizona’s most essential gathering place through repeat visits and expanded seasonal reach.
Phase 1 Initiatives | 2027-2031
1 Launch all-season experiences that encourage repeat visits across mornings, evenings and even summer months .
2 . Reimagine the campus for repeat visitation by prioritizing serenity zones, indoor spaces and social connection
3 . Enhance amenities—dining, retail, shade, sound and seating—to better support gathering
Goal 3: Grow a vibrant community through deeper participation and expanded access.
Phase 1 Initiatives | 2027-2031
1 Evolve membership and attendance strategies to deepen connection and expand access
2 Develop clear measures of reach and engagement, with a 2040 goal of serving two million learners and visitors annually and building a membership community of at least 100,000
3 . Develop targeted strategies and community partnerships for audiences where the Garden is under-represented
Secure Operational Capacity & Financial Sustainability
We build diversified, enduring revenue engines and institutional capacity to steward the Garden .
Goal 1: Build an enduring financial foundation for the Garden’s future.
Phase 1 Initiatives | 2027-2031
1 Launch two transformational Desert Century Campaigns: a $100 million endowment that permanently safeguards what must endure and a $100 million capital investment that builds what comes next .
2 Strengthen stewardship of endowment, reserves and capital to support long-term growth
3 . Prioritize and phase capital projects with full cost analysis and ongoing operational expenses
Goal 2: Grow diversified revenue engines that fuel our mission and resilience.
Phase 1 Initiatives | 2027-2031
1 Add new development capacity through staffing, prospecting and exploration of new revenue sources
2 Implement an enterprise framework to evaluate and grow new business lines, reducing reliance on admission .
3 Ensure financial strength and flexibility to support growth.
Goal 3: Build the leadership, governance and culture to thrive long-term.
Phase 1 Initiatives | 2027-2031
1 . Implement integrated multi-year financial and operational planning across operating, capital and philanthropy
2 . Refresh board and governance structures to maximize engagement and effectiveness with current Trustees, former Trustees and emerging leaders .
3 Invest in new staff development, leadership pipelines and innovation capacity, including responsible use of emerging technologies like AI
What This 2040 Compass Asks Of Its Stakeholders
Following approval by the Board of Trustees, crossdepartment staff teams have been convened for each North Star to turn this framework into action These teams will be paired with reframed advisory committees from our board to ensure sustained momentum
This plan calls on:
• The Board to lead with courage, discipline and long-term investment .
• The Staff and Volunteers to align work, talent and resources to the North Stars
• Our Partners to co-create solutions that scale beyond our gate .
• Our Community to see the Garden not only as a place to visit, but as a place to belong and act
The 2040 Compass Also Commits Us To Clear Choices:
1 Diversify and grow revenue to reduce overreliance on general admissions
2 . Measure success by scalable impact and results .
3 . Invest in programs that can grow and endure, not one-time efforts
4 Sunset initiatives that do not advance the North Stars
5 Design for accessibility, climate reality and long-term relevance .
6 . Say no to growth that compromises mission or community trust
The Garden’s Core Values For 2040 Compass
Our values define who we are as an organization. They also support our decisions, guide how we treat each other and all we serve These values are internal and external
Stewardship
We protect and elevate desert plants, ecosystems and cultures with long-term responsibility – placing future generations at the center of today’s decisions .
Life-Long Learning
We spark curiosity and empower people of all ages to learn and actively protect the desert
World Class
We pursue excellence across our work, embracing creativity and innovation to set the standard for what a desert institution can be
Community
We create belonging, build meaningful partnerships and act with integrity – recognizing that our work is stronger when shaped by our community
STRATEGIC PLANNING PARTICIPANTS
Board Of Trustees
Scott Burdick, Board Chair
Harold Dorenbecher, Immediate Past Chair
Amanda Burke, Vice Chair
Lori A . Higuera, Secretary
Ed Marley, Treasurer
Trustees
Rebecca Ailes-Fine
Hank Arens
Luis Ávila
Kate Baker
Quintin Boyce
John Burnside
Shelley Cohn
Joe Colianni
Linda Elliott
Ann Ewen
Alexander D Falkenstein
Barry K . Fingerhut
Jenny Holsman Tetreault
Katie Hooten
Mary Hovden
Mark Landy
Ann Lehmann
Shari Levitan
Timothy Long
David Martinez III
Rea Mayer
Paul J . Mountain
Kathy Munson
Adriana Murrietta
Rachel A Nicholas
Linda Norquist
Dan Perez
Edgardo Rivera
Bill Rubin
Andrea Sanchez
Ann Stanton
Michael Trejo
Ken Udenze
Lisa Urias
Jamey Wetmore
Andrea Whitsett
Julie Williams
David A Young
Trustees
Emeriti
Lee Baumann Cohn
Cliff Douglas
Barton Faber
Amy Flood
Martha Hunter Henderson
Jane Jozoff
Jan Lewis
Bruce Macdonough
Carolyn Polson O’Malley
Donald R Ottosen
Rosellen C Papp
Carol Schilling
Nancy Swanson
Strategic Planning
Steering Committee:
Harold C Dorenbecher, Committee Chair
Kate Baker, Trustee
Amanda Burke, Trustee
Shelley Cohn, Trustee
Amy Flood, Trustee
Adriana Murrietta, Trustee
Chris Kline, President and CEO
Stephanie Small, Consultant, Synergy Partners Consulting
Mission And Vision
Task Force
Chris Kline, President & CEO
Beth Brand, Librarian, Research
David Martinez III, Trustee
Stephanie Wilson, Manager of Development, Donor Experience, Development
Ann Stanton, Trustee
Facilitated by:
Environment Pillar
Co-Chairs: Jamey Wetmore, Trustee
Dr Kimberlie McCue, Vice President and Chief Research Officer
Margie Burke, Executive Vice President and Chief Financial & Operating Officer
John Burnside, Trustee
Scott Burdick, Board Chair
Steve Erickson, Vice President and Chief Engagement Officer
Dr Tania Hernández, Cactus Scientist, Research
Dr Kevin Hultine, Director of Research, Research
Tomás Johnson, Donor Events Manager, Development
Thomas R Jones, Former Trustee
Elizabeth Ladwig, Adult Education Manager, Education
Paul Martin, Director, Center for Informal STEM Learning, Arizona State University
Raul Puente-Martinez, Curator, Living Collections, Research
Ashley Quay, Sr Graphic Design Mgr ., Marketing Communications
Mike Remedi, Vice President and Chief Development Officer
Dr Andrew Salywon, Herbarium Curator & Botanist, Research
Alexandra Schuessler, Lab Manager, Research
Colin Tetreault, Managing Director, Climate and Sustainability Services, EY
Michael Trejo, Trustee
David A Young, Trustee
Jane Williams, Volunteers in the Garden (VIG)
Tina Wilson, Vice President and Chief Horticulture Officer
Social Pillar
Co-Chairs: Dan Perez, Trustee
Elaine McGinn, Vice President and Chief Experience Officer
Andrea Sanchez, Trustee, Monarch Council Chair
Laura Spalding Best, Sr Director, Exhibits
Margie Burke, Executive Vice President and Chief Financial & Operating Officer
Shelley Cohn, Trustee
Kevina Devereaux, Sr . Director, Community Partnerships
Steve Erickson, Vice President and Chief Engagement Officer
Ann Ewen, Trustee
Dr Challie Facemire, CAZCA Program Director, Research
Dr Shannon Fehlberg, Conservation Biologist, Research
Mel Hawkins, Children’s Education Supervisor, Education
Jenny Holsman Tetreault, Trustee
Amber Salazar, Assistant Director, Event Services
Dana Terrazas, Sr Director, Marketing Communications
Mike Thoreby, Sr Director, Facilities & Operations
Lisa Urias, Trustee
Andrea Whitsett, Trustee
Kelsey Wolf-Donnay, Sr Director of Development, Individual Giving
Education Pillar
Co-Chairs: Katie Hooten, Trustee
Steve Erickson, Vice President and Chief Engagement Officer
Andrea Bailey, Sr Director, Volunteer Services
Amanda Burke, Board Vice Chair
Margie Burke, Executive Vice President and Chief Financial & Operating Officer
Quintin Boyce, Trustee
Andrew Cipriano, Sr Director, Education
Angelica Elliott, Public Horticulture Representative, Horticulture
Chad Gestson, Executive Director, AZ Institute for Education & The Economy, Northern Arizona University
Sandy Golden, Volunteers in the Garden (VIG)
Michael Hempel, Sr . Director, IT
Kathy Hoffman, Exec Director, Innovations & Special Education, Arizona State University
Mary Hovden, Trustee
Elizabeth Ladwig, Adult Education Manager, Education
LeeAnn Lindsey, Strategic Planning Director, College of Education, Northern Arizona University
Natalie Melkonoff, Plant & Insect Ecology Program Manager, Research
Lindsey Miles, Graphic Designer, Marketing Communications
Adriana Murrietta, Trustee
Jessica Nierad, Sr Director, Development, Institutional Giving
Gabbie Paduano, Children’s Manager, Education
Rajul Pandya, Executive Director & Professor, Arizona State University
Julie Williams, Trustee
Economic Pillar
Co-Chairs: Ed Marley, Board Treasurer
Margie Burke, Executive Vice President and Chief Financial & Operating Officer
Mike Remedi, Vice President and Chief Development Officer
Kate Baker, Trustee
David Barnett, Desert Botanical Garden Foundation Board President
Genevieve Ennis, Controller, Accounting
Steve Erickson, Vice President and Chief Engagement Officer
Bart Faber, Trustee Emeritus
Alexander D Falkenstein, Trustee
Marcia Flynn, Sr Director, Event Services
Olivia Homewood, Director of Individual & Planned Giving, Development
Shari Levitan, Trustee
Ann Lehmann, Trustee, Volunteers in the Garden (VIG) President
Dr Kimberlie McCue, Vice President and Chief Research Officer
Bruce Macdonough, Trustee Emeritus
Elaine McGinn, Vice President and Chief Experience Officer
Bill Rubin, Trustee
Courtney Stanford, Sr Director, Visitor Services
Ann Stanton, Trustee
Anice Stonerock, Sr . Director, Human Resources
Dana Terrazas, Sr Director, Marketing Communications
Mike Thoreby, Sr Director, Facilities & Operations
Tina Wilson, Vice President and Chief Horticulture Officer
