The HF&G master planning process engages neighborhoods and invites diverse voices to shape the future

FEATURE RootedA Plan

in Community

The HF&G master planning process engages neighborhoods and invites diverse voices to shape the future.

By Kristen Hampshire

Inspiring connections and collaborating with the communities we serve is a focus for Holden Forests & Gardens (HF&G) as we drive forward with our 2022-2024 strategic plan, complete with a new mission, vision and five-year institutional goals.

“The master plan is the physical manifestation of the institution’s mission, vision and strategic plan and how we will serve the community at both of our campuses in the years to come,” says Jill Koski, HF&G president and CEO. The plan advances the idea of a public garden and arboretum as world-class demonstration sites where people can engage and connect with nature,” adds Koski.

HF&G engaged a team led by Nelson Byrd Woltz Landscape Architects and GWWO Architects to create a landscape plan that will guide our evolution.

HF&G also enlisted ThirdSpace Action Lab, a grassroots Cleveland-based research, strategy and design cooperative that is centered on inclusion and creative solutions to realize racial equity. ThirdSpace helped develop an external steering committee and walked us through the process of envisioning how its campuses can be meaningful to all communities it serves. The external stakeholder piece has been crucial and involved multiple workshops and listening sessions.

Also involved in the planning process are partners James Lima Planning + Development, ETM Associations and OHM Advisors.

Beyond physical structures, “it’s about raising up the rich natural assets we have,” and at the botanical garden “we are building around this centerpiece of the Erie Gorge and raising that up along with the natural landscape,” Koski says.

“The botanical garden and arboretum are living museums and we will highlight this from the moment you enter either campus,” she notes, emphasizing that HF&G also hopes to introduce its story to those in the region who have never happened upon either campus.

Ultimately, the master plan will outline strategies to achieve our forward-thinking goals:

•Presence: building an engaged, connected, collaborative community presence

•Experience: delivering a visitor experience that inspires wonder, and highlights the beauty and value of trees and plants

•Stewardship: catalyzing action and model solutions for environmental stewardship

•Equity: increasing diversity, equity, accessibility and inclusiveness at every level

•Financial responsibility: achieving sustainable financial results that enable growth and ongoing capital investment

“We are highlighting the role and importance of public gardens at each of our destinations, and we want our campuses to be integral parts of the communities and neighborhoods that we serve,” Koski says. This year, we will move into “testing phase” and a public feasibility process to gauge philanthropic support and try out ideas with a broader community. “We want the community to have a voice because, as a nonprofit, we are of service to the community through trees, plants and nature,” Koski says. Already, HF&G is earning recognition for its community-centered initiatives, rich ecosystem of experiences, outreach and engaging educational programs. We recently received accreditation from the American Alliance of Museums, the highest honor rewarding museums’ commitment to public service, professional standards and educational excellence. It’s the museum field’s mark of distinction since 1971.

The master plan is underway. We welcome your support, and invite you to share your experiences, perspective and thoughtful insight about the special role HF&G delivers to the region, as well as how we can evolve, educate and grow together. “The most important piece of the planning process is engaging the community from the start and ensuring all voices are heard,” Koski says.

The Woodland Garden at Cleveland Botanical Garden.