2040 Compass

TABLE OF CONTENTS About The Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Guiding Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 •

Five North Stars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

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Explaining The North Stars and Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Terminology & Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 2040 Strategic Goals & 5-Year Key Initiatives •

North Star 1: Research and Scale Solutions to The Desert’s Greatest Challenges . . . . . . . . . . . . . . . . . 5

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North Star 2: Bring Desert Stories and Impact to Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

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North Star 3: Set the Global Standard for Desert Plant Showcase . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

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North Star 4: Grow Community Through Shared Desert Experiences . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

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North Star 5: Secure Operational Capacity and Financial Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . 13

What the 2040 Compass Means to the Garden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Our Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Strategic Planning Participants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

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

Scott Burdick

Harold Dorenbecher

President & CEO Desert Botanical Garden

Chair, Board of Trustees

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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 2

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:

North Star 2:

North Star 3:

North Star 4:

North Star 5:

Research and Scale Solutions to the Desert’s Greatest Challenges

Bring Desert Stories and Impact to Life

Set the Global Standard for Desert Plant Showcase

Grow Community Through Shared Desert Experiences

Secure Operational Capacity and Financial Sustainability

The 2040 Compass is a long-range plan that answers three basic questions: •

Where are we going?

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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.

The following terms are used in this plan:

E AS 1

Metrics: Our measurable objectives, benchmarks and ROIs that demonstrate how we’ll know we’ve achieved progress as we march toward 2040.

PH

•

2

Action Steps: the “how” we will make each initiative come to life (staff planning & execution), including specific projects, timelines and people responsible for implementation.

E

•

AS

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).

PH

•

3

Strategic Goals: The broad measures of success under each North Star to drive our mission.

E

•

AS

North Stars: The Garden’s guiding lights to carry us toward 2040.

PH

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2040 Compass Timeline and Structure Timeline (FY)

Priority

Term

Results

2026

Design

1 Year

Action plan: Build the 2040 Compass and align staff

2027 - 2031

Phase 1

5 Years

Foundation: Roll out base initiatives, measure progress

2032

Align

1 Year

Audit: Review phase 1, adjust for variables, design phase 2

2033 - 2035

Phase 2

3 Years

Building Blocks: roll out middle initiatives, measure progress

2036

Align

1 Year

Audit: Review phase 2, adjust for variables, design phase 3

2037 - 2039

Phase 3

3 Years

Capstone: Roll out final initiatives, measure progress

2040

Align

1 Year

Celebrate: Achieve 2040 Compass, build next strategic plan

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NORTH STAR 1: 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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 6

NORTH STAR 2: 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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 8

NORTH STAR 3: 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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 10

NORTH STAR 4: 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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 12

NORTH STAR 5: 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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 14

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.

DESERT BOTANICAL GARDEN 2040 COMPASS | 16

STRATEGIC PLANNING PARTICIPANTS Board Of Trustees

Trustees Emeriti

Environment Pillar

Scott Burdick, Board Chair Harold Dorenbecher, Immediate Past Chair Amanda Burke, Vice Chair Lori A. Higuera, Secretary Ed Marley, Treasurer

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

Co-Chairs: Jamey Wetmore, Trustee Dr. Kimberlie McCue, Vice President and Chief Research Officer

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

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:

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

Education Pillar

Economic Pillar

Co-Chairs: Dan Perez, Trustee Elaine McGinn, Vice President and Chief Experience Officer

Co-Chairs: Katie Hooten, Trustee Steve Erickson, Vice President and Chief Engagement Officer

Co-Chairs: Ed Marley, Board Treasurer Margie Burke, Executive Vice President and Chief Financial & Operating Officer Mike Remedi, Vice President and Chief Development 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

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

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

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