Planning and Implementing Botanic Garden Design Projects: February 2016

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Planning and Implementing Botanic Garden Design Projects
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Botanic Gardens – From Idea to Realisation •••• BGCI’s Manual on Planning, Developing and Managing Botanic Gardens
From Idea to Realisation –

A Bringing a Big Idea to Life
Part A: From Idea to Realisation –

Bringing a Big Idea to Life
Contents
CHAPTER 1: PLANNING AND IMPLEMENTING BOTANIC GARDEN DESIGN PROJECTS
1.0 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
1.2 The Foundation: The Big Idea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

1.2.1 Envisioning the Botanic Garden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
1.2.2 Directing the Project – The Steering Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
1.2.3 Managing the Development – The Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
1.2.4 Defining the Purpose – Vision and Mission Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
1.3 Establishment of a Design Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
1.4 Site Selection and Feasibility Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

1.4.1 Selecting the Botanic Garden Project Site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
1.4.2 Conducting a Feasibility Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
1.4.3 Projecting and Valuing the Investment – the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
1.5 The Design Process: From Creative Ideas to Technical Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
1.5.1 Design Team Composition and Design Process Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
1.5.2 Request for Proposals and Scope of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
1.5.3 Design Brief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
1.5.4 Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
1.5.5 Detailed Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
1.5.6 Tender Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
1.6 Construction: Bringing the Design to Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

1.6.1 Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
1.6.2 Construction Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
1.6.3 Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
1.7 Pre-Operations: The Earlier the Better! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

1.7.1 Expert Advice During the Design and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
1.7.2 Governance and Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
1.7.3 Development of a Strategic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
1.7.4 Staff Recruitment and Professional Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
1.7.5 Developing the Plant Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
1.7.6 Initiating Research Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
1.7.7 Developing Education, Interpretation and Communication Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
1.7.8 Preparing a Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
1.8 Conclusion: Critical Success Factors to Establishing or Redeveloping Botanic Gardens . . . . . . . . . . . . . . . . . . . . . .34
1.9 Bibliography and References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Part A • Chapter 1 10
Chapter 1:
Planning and Implementing Botanic Garden Design Projects
Annette Patzelt and Andrew Anderson, Oman Botanic Garden
1.0 DEFINITIONS 1.1 INTRODUCTION
Business Case: A compelling justification of the added value of the

proposed action and resources needed for the investment, intended KEY MESSAGE
to convince decision makers to approve a proposed action.
Time and resources are often
Business Plan: A document outlining how an institution will be underestimated – botanic gardens do not
governed, run, marketed and funded to successfully achieve its
goals and objectives. Depending on the context, the Business Plan
happen overnight but are long term
may either be short-term or long-term. endeavours with considerable ongoing
Design Brief: A document containing very detailed information
operational requirements.
about the project to guide the design process. It is a more
exhaustive expansion of the Scope of Work.
Detailed Design: Development phase that comprises the The conceptualisation, design, renovation, transformation or
production of detailed information and construction specifications. expansion of a botanic garden or any of its parts is a unique and
rewarding experience, with ecological, cultural, educational and
Feasibility Study: Evaluation and analysis of the potential of a economic benefits that may last for generations. Comparatively
proposed project which is based on extensive investigation and few resources exist to date to guide the development process of
research to support the process of decision making. a botanic garden. This chapter is intended to provide an outline of
the steps and strategic thinking recommended for the planning,
Master Plan: An essential document of any botanic garden design and construction of a botanic garden project of any scale
development that translates the requirements defined in the Scope or complexity.
of Work and Design Brief into a conceptual design solution. It
comprises to-scale plan drawings, illustrations, and sketches, as Time and resources are often underestimated – the development
well as cost estimates of the construction work. of a botanic garden is a long-term endeavour with considerable
ongoing maintenance requirements. Appropriate allocation of time
Mission: Concise statement articulating an institution’s and resources during the preliminary planning will maximise the
fundamental purpose. chances of the project meeting its budgetary and scheduling needs
in the ensuing phases. This will also help attract further support and
Pre-Operations: A vital component during the planning and funding at a later stage, as illustrated in Case study 1.1.
design phases of the botanic garden which establishes the
preliminary governance and organisational structure, the plant
collection and initial programmatic activities including research,
and outreach and education.
Request for Proposals (RFP): A comprehensive document that

outlines the aims of the project and allows bidders to produce a
proposal.
Scope of Work: Most critical component of the Request for

Proposal (RFP). It provides comprehensive information about the
project and defines the expertise and experience required.
Strategic Plan: Description of the overarching direction or

directions during a specified period, often over three to five years.
Strategic plans set the tone and targets for the entire organisation
and identify the highest programme priorities.
Tender Documents: Provide the highest level of detail for all

technical construction specifications.
Assessing project site suitability in Madagascar (Image: Paul Smith)
Vision: The long term aspiration(s) of an institution.
CASE STUDY 1.1

contributed and, after more than 12 years, AUD 1.2 million was
How to establish a botanic garden? available to develop the botanic garden. Its first permanent worker
The example of the Australian Arid Lands commenced work in 1994 which greatly advanced site progress,
Botanic Garden, Port Augusta aided considerably by Friends volunteers.
John Zwar, Port Augusta, Australia In February 1996, a Board of Management reporting to the Council
met for the first time replacing the Advisory Committee. Stage 1 of
The Australian Arid Lands Botanic Garden opened in September
How do you establish a botanic garden? The short answer is: with 1996. The City Council operates and funds the botanic garden
difficulty and extreme persistence in the case of The Australian Arid which continues to develop on a low budget with a small number
Lands Botanic Garden at Port Augusta in South Australia. of paid staff. Up until 2004, WMC resources provided a total of
almost AUD 1 million. State and federal governments have had little
My horticultural training was undertaken at the Botanic Gardens of further input. Friends’ volunteers with appropriate skills assist
Adelaide. Following an overseas study tour looking at amenity substantially with the development and maintenance, plant
horticulture in arid regions, I proposed to the Port Augusta City propagation, tour guiding and working with visiting students. The
Council in 1981 that a botanic garden featuring arid zone plants, Friends have provided close to AUD 1 million for the botanic garden
both for its scientific and educational value and as a tourist since its inception.
attraction, should be established. Although not enthusiastic, the
Council gave approval to investigate the proposal. There was no The development of The Australian Arid Lands Botanic Garden has
budget and the help of some keen local supporters of the idea was been difficult, slow and drawn out and would not have happened
enlisted. The concept was publicised using local and state media, without the dogged persistence of the Friends group, wider
letters to politicians, by talking to interested groups and mounting community support and substantial input from a corporate sponsor
public displays over many years. There was considerable interest (WMC). The botanic garden now has an impressive plant collection,
and support in the wider community. visitor interpretive centre, meeting room and nursery facility, as well
as a research area looked after by a small number of paid staff and
A site of more than 250 ha of Crown land at Port Augusta West a group of dedicated volunteers. It plays an increasingly important
was identified. It included the best remaining natural vegetation role in the scientific and cultural life of the region and the state.
close to the city with a range of soil types and access from a
national highway. In 1984, a “Friends” support group was formed.
This group became incorporated and, with an active committee,
vigorously promoted the project and commenced fundraising.
Regular meetings were held and a newsletter produced. Petitions
were prepared and more than 30000 signatures of people
supporting the development of the botanic garden were presented
to both state and federal parliaments. Assisted by volunteers, a site
clean-up and fencing were initiated, funded by the Friends group,
City Council and government unemployment relief schemes.
After further investigation by a state government committee,

support for the concept came from the state, but without financial
commitment. There were occasional meetings held by the City
Council to discuss the proposal with interested parties but progress
was slow and little happened for long periods. Eventually the state
government commissioned a plan for the botanic garden which
proposed displaying collections of arid zone plants from around the
world but, with no funding, this lapsed.
In 1988, the Port Augusta City Council established a Management

Advisory Committee to seek funding and oversee development. At
this time corporate sponsor Western Mining Corporation (WMC)
became interested and funded initial botanical surveys of the site
and commissioned a detailed master plan by landscape architect
Grant Henderson, which was adopted as the basis for future The central courtyard in The Australian Arid Lands Botanic Garden
development. WMC successfully put pressure on both state and features plants from the Great Victoria Desert. Swainsona formosa,
federal governments to provide some funding for the project whilst Sturt’s Desert Pea (Leguminosae), South Australia’s floral emblem,
they made a substantial contribution as well. The City Council also is the impressive ground cover in the foreground. (Image: John Zwar)
1.2 THE FOUNDATION: THE BIG IDEA • Fine-tuning the big idea;
• Developing support;
1.2.1 Envisioning the Botanic Garden • Assuming responsibility for the viability, planning and eventual
success of the project;
“We have a big idea!” Botanic garden development projects of any • Establishing a steering group;
scale begin with someone having a vision for a new botanic garden • Approving the project budgets;
or the redevelopment of part of an existing one. A comprehensive, • Entering into contracts with funding bodies, consultants and/or
well-thought-out process will ensure that the initial creativity and contractors;
passion nurture the big idea and continue to inspire the project • Approving design decisions and authorizing the project manager
through to its completion and launch. While the structure and and design team to proceed at key milestones;
organisation of a new development, as well as of the stakeholders • Reporting to regulating agencies.
involved, vary significantly between different projects and locations,
answering the following key questions will get the process going: Depending on the type and magnitude of the project, be it a new
botanic garden venture or the redevelopment of an existing
• What are we trying to achieve? institution, not all steps outlined in this chapter will be relevant to
• Is it possible? each undertaking. Further, implementation is not a linear process
• How can we make it happen? throughout: pre-operational management occurs in tandem with
design and construction, progressing and complementing each
Having generated the big idea, the Project Owner – be it an other in parallel (Figure 1.1).
enthusiastic individual, a community group, an organisation or the
general public – will actively engage in the entire development
process, including:
Figure 1.1 Parallel development flows
THE BIG IDEA

ENVISIONING
THE
Establishment of Steering Group / Project Management Structure
BOTANIC
GARDEN
Vision / Mission
Site Selection / Feasibility Study / Financial Projection
Background Research
Design
• Request for Proposals / Pre-Operations
Scope of Work • Governance and Organisational Structure
• Design Brief • Strategic Framework, Institutional
• Master Plan Policies, Business Plan
DESIGN AND
• Detailed Design • Staff Recruitment and Training
PRE-OPERATIONS • Tender Documents • Plant Collections
• Botanical and Horticultural Activities
• Research Activities
Construction • Public Engagement – Education,
• Procurement Interpretation and Communication
• Construction Documents • Marketing
• Construction
LAUNCH THE BIG DAY

AND
OPERATIONS Day-to-Day Running and Periodical Review
1.2.2 Directing the Project – The Steering Group 1.2.3 Managing the Development –
The Project Manager
The Steering Group represents the core group of stakeholders of
the botanic garden development venture and capitalises on a wide Thorough project management expertise is required throughout
range of areas of expertise. As a highly multi-disciplinary group it the entire development process from inception through to the
may include: opening day of the botanic garden. This may be provided by the
Botanic Garden Director, the Design Team (Section 1.5.1) or by an
• The Project Owner; external, professional project management consultant. Frequent
• The Project Manager/Botanic Garden Director; consultation with the Steering Group is essential to ensure that the
• Senior botanic garden staff; project is delivered on time and budget.
• External, independent stakeholders, e.g. specialist consultants,
sponsors, representatives from other botanic gardens or Key roles of the Project Manager include:
members of the public;
• Volunteers. • Establishing and monitoring the budget;
• Establishing and monitoring project schedules and timelines;
The Steering Group has executive oversight of the development • Procurement of the appropriate consultants and/or contractors
process, and formulates clear objectives and terms of reference • Monitoring risks and quality;
for the project. Specific roles and responsibilities of the Steering • Overseeing and managing the project scope, keeping a close
Group may include: watch on ‘scope creep’;
• Ensuring effort and expenditure are appropriate to expectations;
• Develop, confirm or refine Vision, Mission (Section 1.2.4) and • Resolving differences and disagreements during the project
other objectives; development process.
• Approve design decisions and deliverables;
• Oversee the project, and contract management; 1.2.4 Defining the Purpose –
• Provide overall guidance and direction to the design team, Vision and Mission Statements
project management team or any consultants;
• Prepare, revise and manage business plans and other policy The Vision and Mission are short statements that capture the main
frameworks. aspirations of any organisation or project. When a botanic garden
is being developed it is vital that the intention of the institution is
clearly articulated from the outset. The Vision and Mission inform
the identification of specific goals and objectives of the project and
provide a tangible direction for the design, development and
realization of the project. The Vision and Mission statements relate
to the institution’s target audience and specify which aims are to
be achieved, which experiences a botanic garden would like its
audience to have, and how a botanic garden sees its position
within the education, science and conservation communities.
While the Vision generally expresses the botanic garden’s
aspirations over a number of years or even decades, the Mission
(also called a corporate mission or corporate purpose) distils the
Vision into a more specific statement that explains the aims of the
project (Box 1.1).
The development, confirmation or fine-tuning of a concise Vision

and Mission should inform all stages of Design, Construction and
Pre-Operations (Sections 1.5, 1.6 and 1.7). If such statements
have already been formulated for existing botanic gardens,
confirmation or modification as part of a review should be
undertaken at key project milestones, i.e. submission of the Master
Plan or Detailed Design documents (Sections 1.5.4 and 1.5.5) to
ensure that the Vision and Mission and any new developments are
in line with each other. For instance, a review of The Mount Annan
Australian Botanic Garden of the Royal Botanic Gardens and
Domain Trust initiated in 2005, recommended a renewed
emphasis on engaging with the local community. The earlier vision
statement from 2000 was therefore deemed to be amended to:
‘By 2016, Mount Annan Botanic Garden will be a highly valued
botanic garden and sustainable parkland embraced by the
community and recognised both locally and internationally for its
A typical work-in-progress design diagram, produced during a botanic, cultural and natural landscapes’, with the organisation’s
collaborative, multi-disciplinary design workshop at Oman Botanic bicentenary celebrations in 2016 providing an opportune occasion
Garden. (Image: Andrew Anderson) to take stock of progress made.
The Steering Group (Section 1.2.2) should be involved in all stages

Box 1.1 Examples of Vision and Mission statements of the formulation or refinement of the botanic garden Vision and
Mission. Often developed through collaborative workshops, the
Oman Botanic Garden, Muscat, Oman – preliminary statements should be reviewed by peers or relevant
a new botanic garden in development organisations as part of a final refinement process.
Vision: To inspire people to conserve and cherish the biodiversity
and botanical heritage of Oman for a sustainable future. The Vision and Mission statements constitute an important part of
Mission: Discover, cultivate, showcase and protect Oman’s a botanic garden’s Strategic Framework documents (Section
unique plant diversity and ethnobotany through innovative 1.7.3). Generally drawn up by the Steering Group in consultation
research, exciting displays and engaging communication. with other botanic garden staff, these documents set out the broad
framework within which a botanic garden will operate and define
Shanghai Chenshan Botanical Garden, Shanghai, China – key roles and responsibilities of the stakeholders involved. While
a large botanic garden opened to the public in 2011 these documents do not usually confer any legal power or
Mission: To conserve plants of Eastern China, discover responsibilities, they form a key part of accountability and
sustainable ways of using them, and share our knowledge and governance and should be reviewed and updated as necessary
enthusiasm with the public. to reflect change.
Tooro Botanical Garden, Fort Portal, Uganda –

a dynamic young botanic garden established with limited 1.3 ESTABLISHMENT OF A DESIGN
resources PROGRAMME
Vision: We look forward to a society with a well conserved
green environment.
Mission: To promote community-centred conservation of KEY MESSAGE
botanical resources in the Albertine region.
During the continued refinement of the
Design Programme it is important that all
stakeholders are involved, and agree on
the programme elements and time frame
before initiating the next design stages of
the project.
It is helpful to establish a comprehensive list of programme

elements that form the foundation of the physical design of the
botanic garden development project. These components will
correspond directly with the Vision and Mission (Section 1.2.4) of
Tooro Botanical Garden, Fort Portal, Uganda the botanic garden, and provide an overview of physical and
(Image: Sara Oldfield) operational elements to achieve the project goals. While individual
components of the Design Programme vary considerably based
Jerusalem Botanical Gardens, Jerusalem, Israel – on individual project requirements, potential elements include:
a forward-looking botanic garden run by a non-profit
organisation • Specific buildings and functions (e.g. interpretation centre,
Vision: The Jerusalem Botanical Gardens, where Plants Grow research facilities, storage areas);
People. • Key project components (e.g. plant displays, recreation and
Mission: Protecting biodiversity and welcoming human diversity. special events areas);
• Operational or ‘back-of-house’ programme elements (e.g.
South African National Biodiversity Institute, South Africa – nursery and maintenance facilities);
a well-established government organisation including a • Vehicular and pedestrian circulation infrastructure for visitors,
network of national botanic gardens employees and operational activities (e.g. path- and roadways,
Vision: Biodiversity richness for all South Africans. parking areas).
Mission: To champion the exploration, conservation,
sustainable use, appreciation and enjoyment of South Africa's A design schedule should be defined early in the process to
exceptionally rich biodiversity for all South Africans. establish an overall target for the completion of key milestones of
the botanic garden project. The schedule will inform the
Jardín Botánico Carlos Thays, Argentina – a historical preparation of a Feasibility Study (Section 1.4.2) and will be further
institution of the municipality of Buenos Aires refined in the following development stages. The schedule is
Mission: To contribute to the conservation of plant diversity, essentially a linked series of work activities that help establish a
especially the flora of Argentina, and advance the knowledge forecast against which the project implementation can be tracked.
and appreciation of the world’s plant kingdom. The forecast should be realistic, taking into account a broad range
of factors based on project complexity, from availability of
resources to construction seasonality. A pragmatic project timeline
and schedule will also help to identify factors and activities that 1.4.2 Conducting a Feasibility Study
pose a threat to timely delivery, and will allow adjustment to
unanticipated changes. Obtaining feedback and consensus from
all stakeholders when the schedule and sequence of project tasks KEY MESSAGE
are established is essential to developing realistic forecasts.
The outcome of any Feasibility Study
The Design Programme is initially a planning tool for the project should be the answer to one key
owner and the Steering Group. When moving to the Design and
Construction stages (Sections 1.5 and 1.6), the Design Team
question: is the project realistic and
(Section 1.5.1) and the contractors are responsible for translating achievable?
the overall project timeline into increasingly detailed schedules to
meet the project requirements.
Any new botanic garden development should ideally be preceded

1.4 SITE SELECTION AND FEASIBILITY STUDY by a comprehensive Feasibility Study. This comprises an evaluation
and analysis of the potential of a proposed project, and is based
1.4.1 Selecting the Botanic Garden Project Site on extensive investigation and research to support the process of
decision making. External expertise may be required to prepare a
The idea of a new botanic garden development is often linked with Feasibility Study, depending on the scale and complexity of the
a site already in mind, or with several potential sites from which botanic garden project. For smaller projects, a small group of
the most appropriate location is selected. A list of possible sites informed stakeholders may be sufficient to ascertain if the project
for consideration may be developed as appropriate, based on is feasible.
criteria to achieve the project’s Vision and Mission. These potential
sites should be evaluated for suitability. Criteria for the assessment A Feasibility Study typically includes a preliminary analysis of the
and selection of the site may include: project, potential sites and ideas for its development. A Feasibility
Study should be conducted in an objective, unbiased way to
• Present ownership and availability; provide information upon which decisions can be based. A well-
• Existing bylaws, zoning or legal restrictions on site uses; designed Feasibility Study will provide a historical background, a
• Access and suitability for visitor and operational access; description of the project, a detailed site analysis, financial
• Existing buildings and infrastructures; projections, information on operations and management,
• Biophysical site conditions (climate, topography, solar aspect, estimated timeline, and marketing research.
soils, geology, hydrology, vegetation, wildlife habitat);
• Key views into and out of the site into the surrounding landscape; A key part of the Feasibility Study is a multi-disciplinary site
• Special or distinctive attributes of a particular site; assessment that cumulatively assesses and analyses existing site
• Sensory experiences (views, sounds, seasonality); conditions. Generally, the same criteria as for those used for the
• Size (and scope for expansion in the future). site selection (Section 1.4.1) will be applied to establish the detailed
site analysis, but these will be studied in much greater detail.
These criteria, along with any other project-specific considerations, Additionally, operational aspects, the cultural context, education
should be evaluated and scored by the Steering Group or a team and interpretation provisions and how they influence each other,
designated to select the site. A comprehensive Feasibility Study should be considered. Further, potential risks should be identified,
(Section 1.4.2) should then be carried out for the preferred location. such as relating to the physical environment, visitor numbers,
financial needs, marketing, etc. Likewise, ways of maximising local,
regional and national benefits of the botanic garden should be
evaluated and compared (Case studies 1.2 and 1.3).
The Feasibility Study should ideally be performed by the Design

Team (Section 1.5.1), with extensive input from the Steering Group
(Section 1.2.2), and will contribute to a thorough understanding of
the site before exploring Detailed Design (Section 1.5.5) options.
It will conclude with a case either for or against the project. If its
establishment proves feasible, an outline of its facilities, location,
organisation, role and design can be presented, drawing together
the major conclusions of the study and identifying risks and
opportunities.
Drain construction, Pha Tad Ke Botanic Garden (Image: Rik Gadella)
CASE STUDY 1.2

Especially the establishment of a financial model can be laborious
Feasibility Studies in the Pha Tad Ke Botanic and tedious, but it also provides a good opportunity to confirm
Garden, Laos figures and budgetary assumptions. If one does not have a head
for numbers, support by a professional should be sought to explain
Rik Gadella, Luang Prabang, Laos and translate the 'accounting language’. A robust financial model
and financial statement will be needed by most grant providers and
donors, and perhaps even to open a bank account.
As the first botanic garden in Laos, the emerging Pha Tad Ke
Botanic Garden aims to establish a prime ex situ living collection of It quickly became apparent for all staff of Pha Tad Ke Botanic
the national flora. It will serve practical conservation of threatened Garden that thorough and clear terms of reference for carrying out
native plants, education and eco-tourism development. the feasibility studies were essential, and it cannot be overstated
that one should spend sufficient time to establish these conditions.
As part of the due diligence required by the sponsor of the project, Consultants may at times come up with unexpected and new
three feasibility surveys had to be conducted: a financial and legal ideas. Experts from other relevant fields – such as PR and
study, a marketing study as well as an environmental and a social marketing specialists and lawyers, may have their own particular
impact study. Although these analyses did not come cheap, the views of the project. Even if these are not taken on board ultimately,
botanic garden staff learned considerably from the process as well one should keep an open mind and listen carefully; there may
as from the results, including how to issue a public tender, how to always be something to learn from on how to develop a new
judge the proposals and how to accompany the consultants in venture successfully.
undertaking the feasibility studies.
View to the Mekong river from Pha Tad Ke Botanic Garden (Image: Alexandre Espenel)
CASE STUDY 1.3
Site selection and feasibility assessment for

the development of the Kara University
Botanic Garden, Togo
Atato Abalo, Kara, Togo
With the opening of the University of Kara in northern Togo in 2004,

initial ideas for a university botanic garden were drawn up to support
and enhance the country’s plant sciences development. Over the
years, a number of studies have been carried out to identify the most
appropriate site of the botanic garden.
The main, natural vegetation on the 1050 ha large grounds of the

university is represented by savannah (woody on well-drained soils
and more grassland-type in humid areas) as well as riparian forests
along the two main rivers. Studies of the geomorphology of the
area have yielded data on risk factors and have in turn informed
the development of countermeasures to manage potential threats.
These include high-intensity precipitation during the rainy season,
triggering possible landslides and falling rocks, while inundating the
sandy plains in the lower areas. Despite these risks, the
establishment of the university as well as of the botanic garden
were gauged as feasible, as long as a carefully drawn up zoning
plan was respected during all subsequent development stages.
This plan includes the delineation of areas for construction, zones
with limited development potential, as well as areas not suitable
for construction.
Zoning plan Kara University Botanic Garden

(Image: Laldja Kankpenandja)
Based on this zoning plan, the definite site of the botanic garden
was identified by applying the following, additional criteria:
• Hold the potential of connectivity of the various habitats

represented on the grounds of the university;
• Offer zones for managed, living collections as well as fragments
of wild areas;
• Permanent availability of water for irrigation;
• Make use of natural boundaries (rivers) to enhance the
independence of the botanic garden in the long run.
The contour lines of the site were used to situate and delineate the
Situating and integrating pathways into the landscape of individual plant collections and wild areas. In this way, the botanic
Kara University Botanic Garden (Image: Abalo Atato) garden makes maximum use of the existing topography, and, with
the exception of the construction of a bridge to provide permanent
access to the site, will retain most of the features of the natural
landscape.
1.4.3 Projecting and Valuing the Investment – be conducted at an early stage of the project, either as part of the
the Business Case Feasibility Study or as an independent analysis. It is critically important
for the Business Case to be reviewed and revised during the Master
The Business Case provides a compelling argument for the added Plan (Section 1.5.4) and Detailed Design (Section 1.5.5) phases. The
value of the project and justifies the resources needed for the Business Case may be produced by a specialist company, by the
investment. As such, the financial projection for the establishment and Design Team (Section 1.5.1) or by botanic garden staff, with substantial
ongoing maintenance of the botanic garden (Table 1.1) constitutes the input from the Steering Group (Section 1.2.2).
central component of the Business Case. The Business Case should
REVENUE Table 1.1 Botanic garden budget checklist (depending

on the scale of the botanic garden project, not every
Self-generated income: item listed here may be applicable)
Admission Fees (if any)
Events: Public
Private and corporate OPERATING COSTS
Retail
Catering Asset repair and replacement
Consultancy services Corporate social responsibilities
External sources of income: Depreciation
Sponsorship Education material
Endowments Events
External consultancies
EXPENDITURE Field work expenses (equipment, travel cost, daily allowances)
Finance costs (audit, bank charges, tills, legal fees, insurance)
Start-up costs Fundraising
Exhibition, seminar rooms and auditorium – initial fit-out IT software support and upgrades
External consultancies Maintenance: Horticultural and landscape
Interpretation – initial set-up Exhibition
Initial recruitment Facilities
IT systems: Botanical software subscriptions and training Interpretation
HR & payroll system Marketing (promotional materials, advertising, events)
Finance/accounting system Outsourced operational activities (e.g. retail)
IT equipment purchase Printing, stationary and postage
IT training and support Recycling/refuse collection
Laboratory equipment – initial fit-out Rent
Launch event Salaries
Library – initial fit-out Security
Machinery and vehicles – initial fit-out Staff training
Maintenance of pre-operations facilities Storage, warehouse, logistics operational cost
Marketing (pre-operations promotional activities and materials) Sundries (e.g. staff uniforms, office artwork, etc.)
Multi-media guides Telecommunications
Non-capex fit-out (furniture and fixtures which are not Transport costs
included into the capital cost) Utilities
Nursery – initial fit-out Contingency
Rent of pre-operations facilities
Restaurants and cafes – initial fit-out
Retail – initial fit-out
Salaries
Security equipment – initial fit-out
Services of pre-operations activities
Staff training
Storage, warehouse, logistics – initial fit-out
Telecommunications
Utilities of pre-operations facilities
VIP area – initial fit-out
Other general start-up costs (including bins, fire
extinguisher, internal artwork, etc.)
Contingency
1.5 THE DESIGN PROCESS: FROM CREATIVE Alternatively, the Tender–Construction process is used for large
IDEAS TO TECHNICAL SOLUTIONS and more complex projects and includes several separate steps:
The Design Process marks the beginning of an inherently creative 1. A Design Team is hired by the Project Owner to complete the
and exciting stage of the project, transforming the Vision, Mission design work and produce the required Tender Documents
and Business Case of a project to physical form. While the (Section 1.5.6).
complexity, timeframe and outcomes of each project are different, 2. Potential contractors then submit bids that detail how much it
the process outlined in this section can be applied to projects of will cost them to undertake and complete the construction.
many different sizes and levels of complexity. 3. The Project Owner selects the preferred Contractor and awards
the construction contract.
The terminology used to describe the Design Process varies
widely, and different terms are often used interchangeably. 1.5.2 Request for Proposals and Scope of Work
However, regardless of the terminology, the design process
evolves from the initial big idea to a more detailed refinement of
the original concept and eventually to the production of the KEY MESSAGE
drawings or documents that will enable the project to be built. This
is a collaborative, cumulative process, and the success of any
One of the most valuable investments
given design project is heavily reliant upon frequent and direct that the project owner can make is to
communication and collaboration among all the stakeholders
involved, in particular the Steering Group, the Design Team and
allocate the appropriate time, effort and
the contractors (Sections 1.2.2, 1.5.1 and 1.6.1). resources to prepare a coherent and
1.5.1 Design Team Composition and Design Process
comprehensive Request for Proposals
Options (RFP) document.
KEY MESSAGE
To appoint a suitable Design Team, the Steering Group (sometimes
While every project is different, the with the help of a Project Manager) prepares a comprehensive
Steering Group typically works with a document that outlines the aims of the project, the required
professional services and expected outcomes. This Request for
designer or a Design Team to bring the Proposals (RFP) document will allow potential bidders to produce
project to life. thorough, accurate and cost-effective proposals to carry out the
work. Key elements of a RFP document may include the following:
• General instructions;
Who should design the project? • Background information, including maps and photographs;
• Scope of Work;
The Steering Group typically works with a designer or a team of • Deliverables;
designers to translate the project goals into reality. The Design • Schedule;
Team may vary considerably in size and composition depending • Financial and administrative terms;
on the specific needs of each individual project and may include: • Submission requirements.
• Landscape architects or landscape designers; The Scope of Work is the most critical component of the RFP
• Architects; document. Regularly revisited and reviewed as the botanic garden
• Botanists and horticulturalists; project evolves, the Scope of Work aims to:
• Irrigation designers;
• Lighting designers; • Provide the potential Design Team with as much information as
• Interpretation designers and education experts; possible about the project;
• Engineers; • Minimize uncertainty and ambiguity about the project
• Transportation and circulation experts; requirements;
• Operational experts; • Clearly define the expertise, skills and experience that are
• Business planners; required to produce the work.
• Other specialist designers and experts tailored to the project.
The development of the RFP should be an open, collaborative
Which design process to select: Design–Build or Tender– process that includes all project stakeholders and captures the true
Construction? goals of the project. This is best achieved through a series of
workshops to identify the key components of the Scope of Work,
The Steering Group may opt to follow a Design–Build process for and to establish the submission deadlines and evaluation criteria.
a small-scale, botanic garden project. One company is contracted A coherently written RFP will result in proposals that are as
to complete both the design and construction; this involves only thorough and cost-effective as possible and can be compared
one contract between the Project Owner and the Contractor. against each other at the evaluation stage. This will save untold
time and effort, resulting in more accurate and competitive budgets.
A shortlist of potential Design Teams may be developed and invited

to submit proposals in response to the Request for Proposals, or Box 1.2 Key steps to selecting a Design Team
a fully public invitation to present proposals may be issued by the
Steering Group. Potential bidders should be required to visit the 1. Confirm the Scope of Work. What are the objectives of
site and meet the Steering Group. The end result is the selection the project? What are you trying to achieve?
of a highly qualified and experienced Design Team (Box 1.2) that 2. Determine if the professional services of a design
is informed and excited about the project. consultant are required, or if the skills, expertise and
availability to perform the design work exist within the
1.5.3 Design Brief project team.
3. Confirm the procurement requirements. What kind of
process is required for you to enter into a contractual
KEY MESSAGE agreement with a design consultant?
4. Confirm who will write the Request for Proposals (RFP)
The Design Brief includes very detailed document to solicit bids (proposals) from appropriately
project information to guide the design experienced design teams. Determine if the Request for
Proposals can be written by the project team, or if an
process and is a valuable strategic design external consultant is required to write the document.
management tool. It is focused on 5. Prepare a comprehensive and detailed Request for
Proposals document.
outcomes and results of the design; 6. Develop a list of potential bidders who you may invite to
the more detail, the better! respond to the Request for Proposals (this depends on
your procurement requirements).
7. Confirm what method will be used to advertise your
Request for Proposals.
Once the Design Team has been awarded the project, one of the 8. How are you going to decide who you hire? Establish a
first tasks to complete is the preparation of a Design Brief. The proposal evaluation committee who will review the
Design Brief is prepared by the Project Owner and the Design Team proposals.
and provides a detailed description of the goals, objectives, and 9. Advertise your Request for Proposals.
components of the project. The Design Brief is an expansion of the 10. Address queries from the bidders as required during the
Scope of Work (Section 1.5.2), explaining what the Design Team is bidding process.
required to do and what programme elements are required to be 11. Organize and conduct a ‘bidders’ site meeting’ during the
included in the design (Box 1.3). bidding process.
12. Review and evaluate the proposals.
The level of detail of the Design Brief depends on the complexity 13. Develop a short-list of preferred bidders, if required.
of the proposed work. Any project – whether a small addition to 14. Arrange and conduct interviews with the shortlisted
an existing garden or the development of a new site – requires a bidders, if required.
Design Brief document to clearly state the project requirements. 15. Visit past projects, call references, and thoroughly
While the length of a Design Brief varies from project to project, research the shortlisted bidders.
the principle remains the same. 16. Award the contract to the most suitable Design Team.
The Design Brief focuses goals and expectations, capturing the

essence of the project from the outset of the design process. It is
a very valuable tool that can be referred to throughout the design
process, to act as a check to ensure that the project is staying on Box 1.3 Key components of a Design Brief
track. At the completion of the design process, the Design Brief
provides a record of the project goals and programme elements • Identity of the Project Owner / company profile;
• Vision and Mission of the botanic garden project;
The preparation of the Design Brief should be a collaborative • Goals and objectives – what are you trying to achieve?
process involving both the Steering Group and the Design Team, • Quantifiable expected results;
although the latter generally is in charge for managing the process • Target user groups;
and producing the document. The Steering Group is responsible for • Schedule and timeline;
providing as much information about the project as possible to help • Detailed requirements for all elements highlighted in the Scope
the Design Team capture the goals and expectations of the project. of Work*;
• Design references and precedents.
The key to developing a successful and useful Design Brief is open * The detailed requirements for all Scope of Work elements are
communication and collaboration. It is critical for all stakeholders the primary purpose of the Design Brief document.
and members of the project to participate in this process: informal
workshops, information-gathering sessions, conversations and
site visits all provide invaluable opportunities to share knowledge.
Depending on the complexity of the project, several drafts of a
Design Brief may be warranted prior to its completion and initiation
of the Master Plan (Section 1.5.4) and Detailed Design documents
(Section 1.5.5).
1.5.4 Master Plan

Box 1.4 Key components of a Master Plan document
KEY MESSAGE • Vision, mission and goals of the project;

• Summary of background research;
The goal of the Master Plan is to provide • Relevant examples of precedent projects –
a comprehensive document that presents photos and illustrations;
• Spacing of components and activities;
a possible solution to the intended
• Site analyses – biophysical, operational, contextual;
project outcome and guides all • Diagram and sketches to illustrate the conceptual options;
• Potential garden operations;
subsequent design phases leading to
• Design options and relationship diagrams;
project realisation. The Master Plan is not • Analysis of design options –
just a drawing – it is a strategic document strengths, weaknesses, opportunities, challenges;
• To-scale plan drawings, illustrations, sketches;
that includes sketches and illustrations • Cost estimates.
as a key feature besides explanatory
specifications and cost estimates.
Continued public consultation throughout the Master Plan
development process is essential to address the needs and gain
the support of all stakeholders involved. This may include a series
The Master Plan is a central document of any botanic garden of presentations, workshops and informal, open-house
development that translates the requirements of the project discussions. These are aimed at exploring design options in a
highlighted in the Scope of Work and the Design Brief into a collaborative, transparent manner, and to communicate proposed
conceptual design solution. It comprises to-scale plan drawings, design solution(s) to the public and provide a platform for
illustrations and sketches (Box 1.4). It also includes a cost estimate discussion. While the Design Team is responsible for producing
of the construction work and operations, typically prepared by a any design drawings or materials used in the public consultation
qualified cost consultant. The costs are continually refined as the process, the Project Owner may choose to manage the
design process evolves and more information becomes available. development process and may contract the services of public
The Master Plan offers an opportunity for the Project Owner to consultation experts to facilitate the process. Expectations and
review and confirm that the botanic garden development is in line requirements regarding the public consultation should be clearly
with the available funding. It also provides an important support- outlined in the Scope of Work.
building and fundraising tool if further resource mobilization
be necessary. As with all institutions and organisations, botanic gardens operate
in an environment of change. Periodical review of existing strategic
The Master Plan may include a series of design options or a single documents, including the master plan, is required for the institution
design solution. It should reflect the outcomes of the site analyses, to remain relevant. Successful reviews are highly participative, and
opportunities and constraints identification, and design exploration. give an opportunity to all interested parties and individuals to
The Master Plan drawings and their supporting documentation, comment on development intentions and design solutions (Case
including the cost estimates, should incorporate all programme studies 1.4 and 1.5).
requirements as set out in the Scope of Work and the Design Brief.
CASE STUDY 1.4 The Board of Trustees hired a local architect to lay the foundation
for a master plan that could actually be executed. A thorough
Developing a new Master Plan – Denver analysis of infrastructure, as well as strengths and weaknesses,
Botanic Gardens began to prioritize immediate needs and the groundwork
necessary to begin achieving loftier goals. An early priority was to
Brian Vogt, Denver, United States list elements that were obvious and enduring assets, covering most
of the existing gardens and buildings. This baseline reassured
those engaged with Denver Botanic Gardens over decades.
Nearly 50 years in the making, Denver Botanic Gardens had hit a
crossroads in 2007. Facilities built in the 1960s were showing their Four projects were launched simultaneously. The first was to focus
age and emergency repairs had become the prime focus of on a package of obvious projects to be included in the Better
fundraising. A series of failed master plans gathered dust Denver Bond election, which entails City funding of projects.
on shelves, largely because they were created by a small number Eventually, the City selected a core infrastructure system rebuild
of insiders and were immediately attacked by members and and total replacement of the greenhouses with a new greenhouse
neighbours. If progress was to happen, something had complex, including an orchid house, orangery, horticulture offices,
to change. labs and storage. The total amount of City support would be USD
18.6 million.
CASE STUDY 1.4 (CONT.)
The second initiative was to rebrand the botanic garden. This

involved over 100 people to review core values, the mission and
programmatic goals of the institution giving not only the master
development plan but also daily activities a common context.
The third initiative was the creation of the Master Development Plan
(MDP) itself. Trustees worked with staff, volunteers, donors,
neighbours, City officials, and specialistes to dream, refine and lay
down specific visions on paper. This all hands on deck approach
produced a surprising revelation. There were few real arguments.
As the MDP reached its conclusion, enthusiasm and confidence
grew. And by the time the plan reached the City for all of the
complex approval processes, it had strong support across the
board, including formal resolutions by neighbourhood organisations.
The final step was to launch a capital campaign. In January of 2008,

the Flourish campaign was unveiled to a packed house. The The Science Pyramid, Denver Botanic Gardens
campaign’s strategy was to cluster all of the projects into four (Image: Scott Dressel-Martin)
phases, give the Gardens benchmarks and the chance to celebrate
interim successes. A wall within the main lobby showcased every Six years later, the results of this grand convergence is seen in all
project by phase and as each one was ticked off, a ‘completed’ aspects of the operations of the botanic garden. Over USD 64 million
banner stretched across. Even now, visitors linger in front of the wall in projects have been completed, with only one significant project
to see what has been accomplished, where the funding came from, remaining. Visitation, membership and the operating budget have
and what was still in need of support. A plan that involved hundreds all doubled. Most important, the capacity and confidence of
of people was now completely transparent to thousands more. everyone involved in the Gardens has skyrocketed.
Site Master Plan, Denver Botanic Gardens (Courtesy: Denver Botanic Gardens)
CASE STUDY 1.5

Development of the Master Plans
Botanic Gardens of South Australia Master The scope of work, as defined in a project brief, was further
Plan Development – Adelaide, Mount Lofty developed through the requirement for a return brief from the
and Wittunga Botanic Garden sites consultant, the aim being to gain a thorough understanding of the
existing plans and policies, historical considerations and the
Trevor Christensen, Adelaide, Australia physical features, opportunities and constraints of the BGSA. The
following issues:
Master Plans were completed for the Adelaide and Mount Lofty • Landscape character (including hard and soft landscape
Botanic Gardens in 2006 after a process taking some 18 months. elements) and visual values;
The Wittunga Botanic Garden Master Plan was completed in 2012 • Thematic planning;
after a 10 month process. These plans were developed by • Key collections and individual specimens of significance;
consultants chosen through a select tender process and in each • Education and interpretation;
case were prominent Landscape Architectural firms with a good • Garden access and circulation (including entry experiences);
understanding of the roles and functions of Botanic Gardens and • Site access including public transport, management, emergency
the South Australian context and within the local environment. vehicle, private vehicle (including parking), bicycle and pedestrian;
• Safety and security considerations for garden users;
Aims of the Master Plans • Visitor facilities and services (including functions and events,
• The Botanic Gardens of South Australia (BGSA) Master Plans future commercial or business opportunities);
provide a framework for day-to-day operational and long-term • Operational facilities and services;
decision making, facilitate prioritisation of activities and provide • Linkages to and collaborative opportunities with the community
a basis for accountability: long-term collections development and and business sectors.
maintenance requirements;
• Visitor facilities and services including opportunities to enhance The Master Plan Reference Group
accessibility and usability of the BGSA; The Master Plan Reference Group was a critical factor in the
• Priority of investment programmes to facilitate dialogue during success of the process and ensuring community acceptance of
the BGSA’s budget bilateral programmes and to assist the direction being developed for each site. This does not mean
negotiations with sponsors. that all recommendations were fully supported by all members
however it did ensure that there was at least a firm understanding
Accordingly, the Master Plans consider timelines of fifty and more of why particular directions were decided upon and recommended.
years. In the case of BGSA, recommendations were prioritised as The Reference Group consisted of representatives from:
high, medium or low and consisted of a mixture of operational or
recurrently funded projects as well as those more significant • Government;
projects funded through capital budget allocation. • Local government;
• Schools;
• Community Groups;
• Community members;
• Business sector;
• Board;
• Staff.
Consultation with the Reference Group was a critical factor in

ensuring acceptance by its members as community
representatives. A formal presentation by the Master Plan
consultants was given to the Reference Group members at each
of the key milestones.
Issues
• Stakeholder and Reference Group members expectations –
ensure that they feel they are being heard and their ideas
considered;
• Some major stakeholders (e.g. neighbours) not wanting to
engage in the process;
• Practicality or relevance of some ideas presented by
stakeholders;
• Expectation from Reference Group/stakeholders that everything
Ethnobotanist Saif Al-Hatmi of Oman Botanic Botanic Garden will be implemented;
exploring interpretation signage at Adelaide Botanic Garden • Inadequate reference to the historical context, strategic plans
(Image: Annette Patzelt) and collection policies.
• Continual communication;
• Staff concerns regarding change of and impact on workload;
• Priority projects and priority setting of the Master Plan
recommendations;
• Financial and human resource mobilisation to implement
Master Plan recommendations.
Benefits for the BGSA

• Future planning and development with appropriate
consideration of site history and site conservation analysis;
• Controlled sense of development and project development,
rather than ad hoc and random ideas;
• Information and recommendations enabled development of
a forward capital plan;
• Enabled development of communication channels and
ongoing professional dialogue with active community groups Guilfoyle's Volcano Project, Royal Botanic Gardens Victoria (RBGV),
who at times may have had conflicting or special interest Australia – a model of project management – constructed from the
ideas and priorities for Garden development, usage and renovation of a century old reservoir and integral part of RBGV's water
future direction; recycling plan. (Image: Katie O’Brien)
• Provides a platform to lobby the government, donors,
partners and demonstrate that proposals have been thought While any combination of drawings, sketches or illustrations may
through in a complete organisational context with proper be prepared by the Design Team during this stage, the drawings
consideration of the past and long term future. need to achieve the objectives of the project. The goal is to
demonstrate the design intent and to ensure that the Project Owner
understands all design components. The Detailed Design drawings
provide significantly more detail than the Master Plan, including
preliminary construction details in order to offer sufficient
1.5.5 Detailed Design information for the preparation of refined construction cost
estimates.
KEY MESSAGE As with all botanic garden development and review phases,
continued communication between the Design Team and the
The Detailed Design process advances Project Owner during the Detailed Design stage is critical to the
the Master Plan into achievable, specific success of the project. Design workshops form an integral part of
the collaborative design development. The Project Owner should
design solutions. be familiar with the content of the drawings and review them in
detail in close association with the Design Team. Regulating
agencies may also be involved to ensure that the drawings and
specifications comply with any applicable legal requirements. The
While a number of terms are used to describe the Detailed Design end product of the Detailed Design stage is a suite of detailed
process including ‘concept design’, ‘schematic design’ and drawings, draft specifications and detailed cost estimates that will
‘design refinement’, this phase entails the refinement of the Master guide the development of the Tender Documents (Section 1.5.6).
Plan as approved by the Project Owner, and comprises the
production of detailed drawings and construction specifications.
A concept design may be established first to refine elements of Box 1.5 Potential deliverables – the Detailed Design
the Master Plan prior to initiating the Detailed Design. Informed by stage
the Master Plan and tested against the content of the Design Brief,
the Detailed Design explores the options for the resolution of the • If required, revised Design Brief document;
Detailed Design challenges and proposes practical and achievable • To-scale plan drawings, elevations and sections;
design solutions (Box 1.5). • Illustrations and sketches to convey content and character
of the design;
The Detailed Design is led by the Design Team, with continued • Preliminary construction detail drawings: how are the
involvement and input from the Steering Group, the Project project components going to be built?
Manager and other stakeholders. The Detailed Design may be • Construction cost estimates;
developed by the same team that developed the Master Plan or a • Presentation of drawings, supporting materials and other
new Design Team may be required. visuals to convey the design intent to the Steering
Committee or stakeholders.
1.5.6 Tender Documents 1.6 CONSTRUCTION: BRINGING THE DESIGN

TO LIFE
KEY MESSAGE The construction process is very complicated, and is rarely

– if ever – explained to the public. The construction industry
The Tender Documents are used by the rarely publishes its own processes. As a result, this
Contractor to submit a price to construct information is not widely understood within the botanic
garden community.
the project, and they include the highest Andrew Anderson, Landscape Architect, Oman Botanic Garden
level of detail for all drawings and
1.6.1 Procurement
technical specifications.
KEY MESSAGE
Any new botanic garden project – regardless of its scale and

The evaluation of bids submitted by
complexity – is not built based solely on design drawings. A Contractors should be based both on cost
comprehensive set of Tender Documents, including both drawings
and written specifications, is typically required to provide adequate
and the technical merit. Awarding the
detail for a Contractor to prepare a thorough cost estimate and bid contract mainly or solely on the basis of
to undertake the Construction (Section 1.6). The Tender Documents
enable the Contractor to submit a price to carry out the work, while
price is not recommended.
the Construction Documents are used by the Contractor after the
project has been awarded, in order to construct the works in line with
the drawings (Section 1.6.2). The tender drawings contain a project-
specific selection of scaled plan drawings, cross-sections, elevations Procurement is the widely variable process through which a builder
and construction details. Typically they include: or Contractor is hired to build the project. The Procurement
process may be managed by either the Project Owner or a Project
• The architectural/building plans (as articulated in the Scope Manager with the direct involvement of the Project Owner. A
of Work); selected group of pre-qualified contractors may be invited by the
• Site preparation plans; Project Owner to submit bids to carry out the work, or offers may
• Layout plans; be solicited from any interested party. The contractors prepare their
• Phasing plans; bids by reviewing the Tender Documents to determine the
• Grading, drainage and storm water management plans; construction costs. A project visit should be organized to provide
• Hardscape plans; potential bidders with an opportunity to view issues on site and
• Planting plans; raise questions directly with the Project Owner.
• Electrical plans;
• Irrigation plans; It is of central importance for the Project Owner to award the
• Technical construction details; construction of the project to an appropriately skilled and
• Signage and wayfinding plans; experienced Contractor. The criteria for evaluating the bids should
• Interpretation design plans. be based both on the cost and the technical merit (Box 1.6). This
is the start of a new and critically important relationship between
The drawings are accompanied by written specifications (Section the Project Owner, the Design Team and the Contractor.
1.6.2). These documents typically follow detailed industry formats
and standards specifying the state the materials, equipment,
systems, standards and workmanship that are required for the BOX 1.6 What to look for in a Contractor
construction.
• Relevant experience – examine previous work;
The Tender Documents are prepared by the Design Team, with • Availability;
detailed input, review and approval by the Project Owner. • Track record – check references;
Regulating agencies may also be involved to review and approve • Attitude;
the plans. The Tender Documents are a continuation and • Professionalism;
refinement of the Detailed Design drawings, and include the • Commitment to environmentally sustainable construction
highest level of detail for all drawings and specifications. As with practices;
all other development stages, the Project Owner should be • Fair pricing: remember, you get what you pay for!
involved in the development of the Tender Documents by means
of regular reviews of the plans as they evolve: the Design Team
should submit in-progress drafts of the Tender Documents to the
Project Owner for review and approval at key completion stages
(i.e. at 50%, 90% and 100% completion). It is vital for the Project
Owner to understand as much of the content of the drawings as
possible by means of open and frequent communication with the
Design Team prior to approval and initiation of the construction.
1.6.2 Construction Documents Depending on the Scope of Work (Section 1.5.2), the Contractor,
sub-contractor or specialist fabricator may also prepare detailed
‘shop drawings’ that also form part of the Construction
KEY MESSAGE Documents, following review and approval by the Project Owner
and Design Team. Shop drawings are very detailed construction
In the case of a discrepancy between and fabrication drawings that specify the size, shape, materials,
the construction drawings and the parts assemblies and the overall installation of the item.
construction specifications, the written 1.6.3 Construction
specifications typically take precedence
over the drawings. KEY MESSAGE
A collaborative culture of open
communication should be established in
The Construction Documents include the drawings to build the
project along with written specifications that provide further, detailed
the early stages of the botanic garden
information on construction methods and materials. These development and will prove to be
documents are ‘issued for construction’ by the Design Team
following the selection of a Contractor. The Construction Documents
critically important during the
form part of the legal contract between the Project Owner and the construction phase to minimise delays
Contractor. They are typically very similar to the Tender Documents
(Section 1.5.6). Fundamentally, the Tender Documents enable
and unforeseen costs.
multiple contractors to prepare and submit bids for how much the
construction of the project will cost; the Construction Documents
are used by the successful Contractor to build the project.
Construction specifications are written documents that follow

specific formats and standards to clearly state the materials,
equipment, systems, standards and workmanship that are
required for the construction (Box 1.7). Cities, municipalities or
regulating agencies may have standard construction specification
formats that should be followed. Construction drawings, by their
very definition, are visual representations that are unique to each
and every project.
The Design Team is responsible for preparing the construction

specifications. The Contractor is legally bound to adhere to these
details; in case of a discrepancy between the construction
drawings and the construction specifications, the specifications
typically take legal precedence over the drawings.
Box 1.7 Typical construction specifications
Construction specifications are as varied as the potential design The historic building at the heart of the symmetrically designed botanic
elements of a project, although they are typically organized into garden complex in the Flora – the Botanic Garden of Köln, Germany –
specific categories within the construction industry. Typical reopened in 2014 after a three-year renovation period. Continued
landscape construction specifications may include any of the communication with all involved stakeholders ensured that the budget
following: for the renovation was secured. (Image: Annette Patzelt)
• Site clearing and preparation; The Construction phase includes the building, supervision of the
• Existing landscape and vegetation protection; contractors, inspection of the project components during
• Topsoil stripping and stockpiling; construction and after completion, as well as the overall
• Grading and earthworks; administration of the construction contract (Table 1.2). The
• Drainage and storm water management; importance of accurate and thorough Construction Documents
• Unit paving; (Section 1.6.2) cannot be overstated.
• Concrete works;
• Stone masonry; Depending on the scale of the project, a variety of contractors,
• Bed and tree pit preparation; sub-contractors, specialist installation experts and sometimes
• Soil preparation; even members of the Project Owner team or volunteers may be
• Plant material – installation, staking, mulching. involved in the physical construction of the project. If the project
follows the Design–Build process (Section 1.5.1), then the
construction is carried out by the Design Team.
Table 1.2 Construction responsibilities
PHASE OF WORK PERFORMED BY APPROVED BY
Tender Documents Design Team Project Owner or Steering Group,

Project Manager, Regulating Agencies
Construction Drawings and Design Team Project Owner or Steering Group,

Construction Specifications Project Manager, Regulating Agencies
Procurement Project Owner or Project Manager Project Owner or Steering Group
Construction Supervision Project Owner or Design Team Project Owner or Steering Group
Construction Inspection Design Team Project Owner or Steering Group,

Project Manager, Regulating Agencies
Contract Administration Design Team, Project Manager Project Owner or Steering Group,
Project Manager
Construction Contractor (if Tender–Construction option) Project Owner or Steering Group

Design Team (if Design–Build option)
Project Owner (if sufficiently experienced)
Skilled volunteers (for very small-scale projects)
Construction contract administration includes supervision, of the project. Regular joint meetings on-site with the Project Owner,
inspection, and overall administration of the construction contract. the Design Team, the Project Manager and Contractor are vital to
This can be very time consuming and is often underestimated in the the success of the project. Allocating sufficient time and resources
Scope of Work (Section 1.5.2). The Project Owner and Project to allow for adequate site meetings should be a priority of all
Manager should ensure that sufficient time and resources are stakeholders.
allocated to this task.
An often overlooked aspect of the Construction process is the
It is imperative for the Project Owner to be actively involved in the opportunity to emphasize and demonstrate a commitment to
construction process from start to finish and to approve all works, sustainability and environmental stewardship through sensitive and
while the responsibility for overseeing the contractors and inspecting appropriate construction methods and environmental protection
the construction work typically lies with the Project Manager and measures, including for the existing vegetation, topography, topsoil,
Design Team. The involvement of the Design Team throughout the groundwater, etc. Equally, it is critical for the Design Team to integrate
entire Construction process should be anticipated and included in sustainable construction practices and environmentally responsible
the scope of services during the Procurement phase (Section 1.6.1). materials into the Tender and Construction Documents (Sections
Adjustments on-site are a common aspect of any project, especially 1.5.6 and 1.6.2).
when tackling landscape construction or unforeseen issues. The
Design Process does not end when the Construction begins – on- The entire Construction process should be documented for future
site design refinements frequently occur throughout the construction reference for educational, training and archival purposes. ‘Before and
work. after’ photographs and videos are invaluable and are a tangible
record of the botanic garden development project and of the
While it is the responsibility of the Contractor to designate accomplishments of all those involved.
appropriately skilled and experienced staff in a supervisory role, the
Project Manager and Design Team must also be involved in This stage also provides valuable opportunities for learning and
construction supervision and keep the Project Owner abreast of any building a sense of ownership and achievement. Every effort should
new developments. Construction inspection requires technical be made to involve and engage all stakeholders – including the public
expertise and project familiarity by the Project Manager, Design Team when feasible – in the Construction process: visiting the site,
and relevant regulating authorities. interacting with the Contractor, asking questions and seeing the
results of months or years of work appearing before one’s eyes.
Construction may be divided into multiple phases for any number of
reasons, although the strategy for phased construction – especially When followed and properly managed, the Construction process
to allow for fundraising – should be integrated in the project schedule should result in a project that is complete, on time and within the
at the outset of the botanic garden development. The time allocated construction budget. The time and effort invested in a collaborative,
for construction is often underestimated, and the adherence to transparent Design Process and in the preparation of a
schedules in the Detailed Design (Section 1.5.5) and Construction comprehensive Scope of Work as well as accurate and thorough
phases (Section 1.6.3) should be closely monitored by the Project Construction Documents should result in a successful project that
Owner, the Project Manager and the Design Team. The schedule fulfills the Vision, Mission and goals of the botanic garden and brings
should be updated by the Contractor throughout the construction the design to life.
1.7 PRE-OPERATIONS: THE EARLIER THE BETTER! Pre-Operations will transition to ongoing operational management
(Chapter 2) following the completion of the botanic garden
development.
KEY MESSAGE
Based on the Vision and Mission (Section 1.2.4) of the botanic
The significance of Pre-Operations cannot garden development, Pre-Operations may comprise:
be overstated – the earlier the better!
• Setting up a or amending an existing botanic garden organisation;
While this aspect of establishing a new • Recruiting and training staff;
botanic garden is often overlooked, • Developing the plant collection and documentation;
• Providing expert advice on the design;
everything from establishing the • Developing strategic frameworks and policies;
governance and organisational structure, • Carrying out horticultural and botanical work;
• Developing education, interpretation and communication
to building up the plant collection and programmes, including marketing.
initial programmatic activities, including
The Steering Group and Design Team need to establish pre-
research and education, are all important operational planning and management components during the
to the eventual success of the project. Feasibility Study, Master Plan and Detailed Design stages by
defining priorities, identifying necessary resources and addressing
strengths and weaknesses. As with the operational phase of an
established botanic garden, challenges during Pre-operations
This section addresses operations management prior to the often relate to financial and human resource management and
garden opening to the public. It presents general considerations marketing. The development of strategic plans, institutional policies
for Pre-Operations that should be tailored to the individual context and business plans will ensure that the botanic garden has clear
of a particular site. These can be extremely complex, with many targets and procedures to address these issues (Case study 1.6).
parallel work streams that need thorough coordination (Figure 1.1).
CASE STUDY 1.6
Bringing a Big Idea to Life –

The Oman Botanic Garden
Annette Patelt, Andrew Anderson,

Ghudaina Al-Issai; Muscat, Oman
The Oman Botanic Garden, 420 ha in total, is a new botanic

garden, currently under construction in Muscat, Oman. The botanic
garden focuses on the native flora and vegetation displayed in
carefully created habitats, the rich ethnobotanical relationships
between plants and people, and sustainability in all aspects. The
more fragile habitats of the high altitude mountains and the arid The scale and beauty of the Oman Botanic Garden site
cloud forest will be displayed in large biomes; the remaining was sensitively addressed during the design phases.
habitats will be displayed in external habitat gardens. The botanic (Image: Annette Patzelt)
garden will also house research facilities, a herbarium, a seed bank,
seminar facilities, and a field study centre for visitors. Initial Idea
The idea to build a unique botanic garden in Oman dedicated to
While construction of the main elements of the botanic garden is the presentation and interpretation of its native flora and vegetation
yet to be completed, the nursery, together with initial administrative was started in 2004. In response to this unique opportunity, a
buildings, was built in 2008. This allowed the pre-operations steering committee was formed and core elements of the botanic
processes to start very early on. garden were identified.
This ambitious project is highly complex. The formulation of policies, Formulation of Vision, Mission and Strategic Documents
development of work processes, and staff training and education The steering committee – together with key staff members –
are fundamental processes that continue to take place during formulated the vision, mission and principles to guide all aspects
construction. of the development of the botanic garden.

Design
The design of the botanic garden was inspired by the complexity
RFP (Request for Proposal) and Design Brief and the richness of Oman’s flora, landscapes and ethnobotanical
The garden produced a clear, focused RFP. A design brief was traditions. The design produced innovative and individual solutions
drawn up by the design consultant in close partnership with the that are inextricably linked and respond to the local site conditions.
client to guide the concept design stage. The design brief set out A holistic, multi-disciplinary, and integrated approach proved to be
the parameters from the outset and has become a cornerstone critical for the success during the design process.
document that continues to evolve with the various design phases
of the project. Pre-Operations Management
While construction continues to move forward, a wide variety of
Master Plan Phase pre-operational processes have continued since day one, including
A Master Plan was commissioned in 2006 and revised and updated staff capacity building, the development of a governance model
in 2013. Its revision was prefaced by an intense period of all- and staff structures, the development of a comprehensive
encompassing critical analysis which considered authenticity, production list, and the development of institutional policies. All this
botanical content, site fragility, transport, operations, landscape, is occurring in tandem with the operation of a globally unique plant
and technical responsiveness. collection that consists of the living collection, seed bank and
herbarium.
All Master Plan elements considered that the botanic garden should
be convenient and enjoyable for the visitor and focused on visitor Pre-operations considerations and management are absolutely
comfort and the overall visitor experience, while respecting the essential to ensuring that the garden will be fully operational once
ecological integrity, beauty and the fragility of the site. Based on construction and planting are completed and the botanic garden
this vision, the consultant was tasked with creating a holistic, opens its doors to the public.
inspiring and immersive visitor experience.
Following spring rains, the site of the Oman Botanic Garden becomes green seemingly overnight. (Image: Annette Patzelt)
1.7.1 Expert Advice During the Design and • Institutional policies, e.g. for:
Construction - Plant collections including access and benefit-sharing and
biosafety;
Continued scientific and technical support by experienced, senior - Research and education;
botanic garden staff will be required throughout all major stages - Staff recruitment;
of the development. This may include advice on horticultural or - Staff training;
botanical aspects, operational processes, interpretation contents - Environmental sustainability;
and social issues. Monitoring and evaluation of the design and - Health and safety.
construction outcomes should follow a multi-disciplinary approach
with regular involvement of all botanic garden staff. For large, new As part of the strategic planning process, priorities need to be
botanic garden projects or redevelopment of existing institutions, defined, resources identified and weaknesses addressed that have
seeking international advice is desirable to capitalise on a wide a bearing on achieving the goals and objectives of the botanic
range of expertise and experiences and identify the most garden. This is a collaborative process in which all staff are involved
appropriate solutions. in one way or another. For example, at the Oman Botanic Garden,
senior managers and mid-level staff participated in a series of half-
1.7.2 Governance and Organisational Structure day workshops, assisted by senior staff from the Royal Botanic
Garden Edinburgh. The Strategic Framework that emerged from
these workshops was circulated and presented to all members of
KEY MESSAGE staff in Arabic and English. This provided an opportunity to obtain
feed-back and foster ownership of the objectives and targets to
A variety of governance models and be achieved as set out in the Strategic Framework document.
organizational structures exist, and each
The Business Plan outlines how an institution will be governed and
botanic garden will need to find a model run, or marketed and funded to successfully achieve the botanic
that best addresses its unique garden’s goals and objectives in accordance with its Vision and
Mission. Depending on the context, the Business Plan may either
circumstances. be short term or long term and can include an annual financial plan
that derives from the strategic long-term plans.
The Business Plan represents an analysis, decision-making and

Very early on in the development of a new botanic garden, communications tool. It usually includes sections on goals and
consideration needs to be given to the overall governance and objectives, an institutional niche analysis, a governance, operations
staffing structure of the garden. For example, the organisation might and implementation plan including a time schedule, a marketing
be established as a government agency (under local, regional or strategy, revenue and funding targets, alternative options, as well
national control), an autonomous research institution, a commercial as an analysis of risks and challenges. A solid Business Plan leads
company, an institution linked or incorporated into an existing body, to well-informed decisions that are most appropriate for a given
an executive agency, or a not-for-profit foundation. Often, botanic botanic garden setting, while failure to provide adequate level of
gardens are established to include elements of several of these detail, not undertaking the necessary research in the required
options (Wyse Jackson, 2003). Which organisational structure and breadth, disregarding relevant data, or making incorrect inferences,
governance model to adopt will generally be determined by may lead to suboptimal conclusions and choices in terms of the
complex and inter-related political and pragmatic realities of the time, money and opportunities. The Business Plan may be
specific project. The choice will also have to consider potential established in-house, depending on the availability of appropriately
sources of funding and other support by stakeholders (Chapter 2). qualified staff, but often is also taken on by experienced
Staff structures for all departments need to be established; they will consultants. It should be reviewed periodically to reflect change.
guide the staff recruitment process and will inform the business
plan development. It is vital for all the botanic garden personnel to identify with the
botanic garden’s Strategic Framework documents. This includes
1.7.3 Development of a Strategic Framework – Multi- familiarity of the staff with:
Year and Business Plans, and Institutional Policies
• Their role in the botanic garden’s strategy and their place in the
Planning and developing action to accomplish objectives – staff structure;
strategic planning – provides the foundation for the management • Their responsibilities and accountability;
and future success of the botanic garden. Presented in strategic, • Their agreed targets to be achieved;
multi-year plans, business plans and institutional policies, this • How their performance will be measured and evaluated.
Strategic Framework will ensure realistic targets and clear rules
and procedures for the management of the botanic garden in Botanic gardens exist within a rapidly changing environment. To this
accordance with its Vision and Mission. It may include: end, regular reviews and amendments of the Strategic Framework
documents are required to anticipate and respond to changes. One
• Strategic Plan, usually over a period of 3-5 years and updated way of achieving this is for annual work plans to be derived from the
periodically; Business Plan, and in this way be kept under constant review. All
• Business Case and Business Plan; strategic documents drawn up during the Pre-Operations phase
should be revisited once the botanic garden is fully operational.
1.7.4 Staff Recruitment and Professional Training 1.7.5 Developing the Plant Collections
KEY MESSAGE KEY MESSAGE

Staff recruitment and continued capacity The plant collections are the very essence
building for all existing staff should not of a botanic garden and should be based
be seen as a cost but as a benefit to the on a thorough collection policy.
botanic garden.
The collection, propagation or procurement of the required plant

Early staff recruitment in line with the organisational structure is a material represents an enormous task, requiring rigorous planning,
strategic priority. The Strategic Framework documents, including data management, plant propagation and cultivation and/or
staff requirements, determine which skills are needed. Continued purchasing detail, pest control, and plant maintenance. This may
and targeted training is important to develop staff to an expected include:
level of expertise and performance. Training at all staff levels should
not be seen as a cost but rather as a benefit and obligation of the • Field work to collect the required plant material;
botanic garden, and staff should be regarded as an asset. • Propagation or acquisition of plants;
• Species identification and verification;
On-the-job training represents a significant proportion of capacity • Labelling and accessioning;
building, for instance through the daily work in the botanic garden • Horticultural and plant maintenance protocols;
nursery or during field expeditions, or simply through team • Establishment of a seed bank, field genebanks, cryopreservation
discussions and workshops. If sufficient budget is available, attending facility, etc.;
international training courses is always extremely valuable. • Establishment of a herbarium and processing of herbarium
vouchers;
Botanic gardens themselves are leading training centres in all fields • Facilitating partnerships nationally and internationally to
of botany, horticulture, etc. They enhance national and international encourage sharing of expert knowledge.
capacity in plant biology and conservation science for instance
through undergraduate and graduate degree programs, diplomas,
internships, or project partnerships.
Figure 1.2 Eurobodalla Regional Botanic Garden collection target model

Basic template offering comprehensive information on collections targeting, production and management used at the Eurobodalla
Regional Botanic Gardens, New South Wales, Australia. (Courtesy: Michael Anlezark)
robodal l a
eu
Eurobodalla Regional Botanic Garden Collection Target Model (excerpt) reg
s
en
n
io
rd
al a
bot nic g
a
Creating a species Target list, species selected on their ability to provide certain qualities
Ecological Community EEC
Conservation Projects
Found in Endangered
Valuable in Amenity
Not found in ERBG
Found outside
Horticulture
ERBG region
Desirable in
Total Score
Saleability
collection
Family Genus Species

MYRTACEAE Eucalyptus melliodora 3 3 2 6 4 1 19
PITTOSPORACEAE Bursaria spinosa ssp lasiophylla 3 3 2 6 3 1 18
CYPERACEAE Gahnia aspera 3 3 2 6 3 1 18
CYPERACEAE Gahnia melanocarpa 3 3 2 6 3 1 18
MYRTACEAE Kunzea ericoides 3 3 2 6 3 1 18
CYPERACEAE Lepidosperma concavum 3 3 2 6 3 1 18
ERICACEAE Monotoca elliptica 3 3 2 6 3 1 18
THYMELAEACEAE Pimelea axiflora 3 3 2 6 3 1 18
THYMELAEACEAE Pimelea curviflora 3 3 2 6 3 1 18
POACEAE Austrostipa rudis ssp australis 3 3 2 6 2 1 17
ASTERACEAE Cassinia longifolia 3 3 2 6 2 1 17
A production list should be developed with clear targets of the Main aims when developing education, interpretation and
plant material needed, specifying species, number, size, and other communication strategies during Pre-Operations may include the
information as required (Figure 1.2). The production list needs to following:
be updated frequently. For example, the Oman Botanic Garden is
updating its list weekly, incorporating the newest data from the • Preparing education and outreach programmes and resources;
field collection, seed bank, propagation and production. This • Formulating key interpretive messages;
makes the production list a very strong and strategic tool that • Conveying the key interpretive messages to the visiting public, for
needs to be appreciated and implemented by all relevant botanic instance via interpreting displays, exhibitions, the website, etc.;
garden staff. • Developing branding and marketing strategies including a Pre-
Operations strategy and a botanic garden opening launch
1.7.6 Initiating Research Activities strategy;
• Facilitating partnerships nationally and internationally to
A series of research activities may be initiated during Pre- encourage a diverse range of education and interpretation
Operations. For instance, this could include botanical, taxonomic, programmes.
ethnobotanical, horticultural or conservation research relevant to
the particular context of the botanic garden. Such early investment Education and interpretation are a core priority for botanic gardens.
could lead to the establishment of a particular research niche or Early during the Design phase, education and interpretation
centre of excellence that establishes the institution as of national strategies should be explored and decisions should be made on
or international significance. the key themes for the botanic garden. As the development moves
on, the botanic garden should, ideally, be seen as a leader in
Such research programmes may offer contributions to solving creating the best education and interpretation possible by unlocking
present-day ecological problems by integrating theoretical information on plants for the public, both on-site and online.
research, applied solutions, and adaptive management to save
individual species – as well as communities of species – at varying 1.7.8 Preparing a Marketing Strategy
geographic scales.
Although often hidden from the public, botanic gardens have a KEY MESSAGE
unique opportunity to exhibit research activities to their visitors,
thus also embracing their social and environmental responsibilities.
A good brand is distinctive, memorable,
Botanic gardens can act as a ‘window into plant science’, and it timeless and practical, with versatile
is important that these activities are included in the interpretation
and visitor programmes of the botanic garden.
graphics, simple in form and
unmistakably conveying the institution’s
1.7.7 Developing Education, Interpretation and
Communication Activities
intended message.
KEY MESSAGE
During Pre-Operations, a marketing strategy closely linked with
Botanic gardens have the responsibility the education and interpretation programmes, should be
and the perfect opportunity to established. This should include the development of a brand and
a brand manual. The main purpose of a brand is to identify the
communicate the importance of plant garden and its products as being distinct. A brand should be
conservation and environmental immediately recognisable, inspiring trust, admiration, loyalty and
an implied authority. A brand manual provides a strategic overview
sustainability to the general public of how to apply the brand and logo on the institution’s products,
in education, interpretation and communications. The logo is one
aspect of a botanic garden’s commercial brand, and its shapes,
colours, fonts, and images usually should be strikingly different
Botanic gardens are increasingly concerned with becoming more from other logos. A good brand is distinctive, memorable, timeless,
relevant to the public by working with visitors and communities to and practical, with versatile graphics and simple in form,
address present-day concerns including food security, water unmistakably conveying the institution’s intended message.
scarcity, sustainable energy, climate change and biodiversity loss
(BGCI, 2010). While there is tremendous scope and potential for Marketing, in its widest sense, is at the core of a successful
botanic gardens to take on a much broader role in society, this will botanic garden. Botanic gardens live within a competitive market,
require in-depth, thoughtful planning and should be considered and it is important to recognise which stand-alone factors attract
when establishing the institution’s Vision and Mission (Section 1.2.4). visitors to botanic gardens, including people’s motivation and
objectives for coming to the garden. Communications, at any
stage of the development, will use the distinctive brand of the
institution, thus preparing all stakeholders for the big day – the
opening of the new botanic garden!
1.8 CONCLUSION: CRITICAL SUCCESS FACTORS Table 1.3 Critical success factors for new
TO ESTABLISHING OR REDEVELOPING BOTANIC and existing botanic gardens
GARDENS
Organisation New Existing
Botanic gardens are special places, and each one is unique. The
P P
design and construction of a new botanic garden, or the What are the goals and objectives?
renovation or expansion of an existing one, are in many instances Requirement for clear Vision and Mission
P
a once-in-a-lifetime venture. Critical evaluation and review are vital statements
throughout the entire development process and a flexible, adaptive What is the best governance model?
P
management approach will have a major bearing on a successful What is the appropriate legal and
P P
project outcome (Table 1.3). administrative structure?
What is the optimal staff structure?
Typically emerging out of an initial, Big Idea (Section 1.2), there follow
a number of steps that need to be tailored to each individual project Planning New Existing
to achieve its goals and objectives. Prior to the beginning of the
P P
Design Process (Section 1.5), the establishment of a Steering Group How to approach getting an appropriate
P P
(Section 1.2.2) and the development of Vision and Mission design for the garden?
P P
statements (Section 1.2.4) are critical first stages. The ensuing What is the timeline and schedule?
establishment of a Feasibility Study (Section 1.4.2) followed by the What are any likely challenges and risks?
P P
development of a Business Case (Section 1.4.3) and Design SWOT analysis (strengths, weaknesses,
Process (Section 1.5) will build a strong foundation for the Detailed opportunities, threats)
Design and Construction phases (Sections 1.5 and 1.6).
Infrastructure New Existing
P P
A successful design is reliant on a highly skilled and experienced
P P
Design Team (Section 1.5.1) working in close cooperation with the Where will the project be located?
P P
Project Owner and other stakeholders. The efforts invested in What are the required programme elements?
P P
finding the right Design Team will prove extremely valuable in What are the overall space requirements?
bringing the project to life. Similarly, it is essential that the project How can the site be secured?
is built by highly skilled and experienced contractors with the close
involvement of the Project Owner, Project Manager, Design Team Budget New Existing
and botanic garden staff.
P P
How much budget is required for
P P
The significance of Pre-Operations (Section 1.7) cannot be development and construction?
overstated – the earlier the better! While this aspect of establishing How will the project be funded?
P P
a new botanic garden is often overlooked, everything from How much budget is required for operations
establishing the governance and organisational structure, the plant and maintenance?
collection and initial programmatic activities including research and
education, are all vital for the eventual success of the project. Contributions to the Society New Existing
and Community
P P
Botanic gardens celebrate plants. As the collections grow and What contribution can it make to the scientific
develop, it is natural for the design of a botanic garden to evolve. and cultural community, both on the national
Design refinements will continue long after the ribbon has been and on the international level?
P P
cut on opening day, and will always remain an integral part of the How can support from relevant stakeholders
operations of any botanic garden. (e.g. governmental, municipal, official and
local authorities, private) be secured?
1.9 BIBLIOGRAPHY AND REFERENCES Pre-Operations and Operations New Existing
P P
BGCI (2010). Towards a New Social Purpose: Redefining the How many staff are required and how and
Role of Botanic Gardens. Botanic Gardens Conservation from where can they be recruited?
P P
International, Richmond, UK. bgci.org/files/Worldwide/Education/ How can highly and appropriately qualified
Social_inclusion/social_inclusion_summary.pdf and motivated staff be recruited?
P P
How can an effective information
P P
Leadlay, E. and Greene, J. (eds) (1998). The Darwin Technical management system be set up?
Manual for Botanic Gardens. Botanic Gardens Conservation Who will be the likely visitors?
P P
International, Richmond, UK. How many visitors and which user groups
might be expected?
P P
Rakow, D.A. and Lee, S.A. (2011). Public Garden Management. How can interpretation be capturing,
P P
A Complete Guide to the Planning and Administration of Botanical making it relevant to the visitors?
Gardens and Arboreta. John Wiley & Sons, Inc. New Jersey, USA. How can the marketing be effective?
P P
How can the garden provide easy access
Wyse Jackson, P.S. (2003). The development of feasibility for visitors?
P P
studies for the creation of new botanic gardens. Botanic How can the garden provide an enjoyable
Gardens Conservation News 3(10). bgci.org/resources/article/0064 visitor experience?
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What are the goals and objectives of the botanic garden project?

What are the goals and objectives of the botanic garden project?

What are the critical stages in planning and implementing a new botanic garden project?

What are the critical stages in planning and implementing a new botanic garden project?

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Planning and Implementing Botanic Garden Design Projects

Chapter · February 2016

Important Plant Areas of the Arabian Peninsula View project

Bog and fen restoration in southern Germany View project

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From Idea to Realisation –

Part A: From Idea to Realisation –

1.0 Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

1.2 The Foundation: The Big Idea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

1.3 Establishment of a Design Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

1.4 Site Selection and Feasibility Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

1.6 Construction: Bringing the Design to Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

1.7 Pre-Operations: The Earlier the Better! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

1.9 Bibliography and References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

Annette Patzelt and Andrew Anderson, Oman Botanic Garden

1.0 DEFINITIONS 1.1 INTRODUCTION

Business Case: A compelling justification of the added value of the

Request for Proposals (RFP): A comprehensive document that

Scope of Work: Most critical component of the Request for

Strategic Plan: Description of the overarching direction or

Tender Documents: Provide the highest level of detail for all

CASE STUDY 1.1

After further investigation by a state government committee,

In 1988, the Port Augusta City Council established a Management

Figure 1.1 Parallel development flows

THE BIG IDEA

Site Selection / Feasibility Study / Financial Projection

LAUNCH THE BIG DAY

The development, confirmation or fine-tuning of a concise Vision

The Steering Group (Section 1.2.2) should be involved in all stages

Tooro Botanical Garden, Fort Portal, Uganda –

It is helpful to establish a comprehensive list of programme

Any new botanic garden development should ideally be preceded

The Feasibility Study should ideally be performed by the Design

Drain construction, Pha Tad Ke Botanic Garden (Image: Rik Gadella)

CASE STUDY 1.2

CASE STUDY 1.3

Site selection and feasibility assessment for

Atato Abalo, Kara, Togo

With the opening of the University of Kara in northern Togo in 2004,

The main, natural vegetation on the 1050 ha large grounds of the

Zoning plan Kara University Botanic Garden

• Hold the potential of connectivity of the various habitats

REVENUE Table 1.1 Botanic garden budget checklist (depending

A shortlist of potential Design Teams may be developed and invited

The Design Brief focuses goals and expectations, capturing the

1.5.4 Master Plan

KEY MESSAGE • Vision, mission and goals of the project;

CASE STUDY 1.4 (CONT.)

The second initiative was to rebrand the botanic garden. This

The final step was to launch a capital campaign. In January of 2008,

CASE STUDY 1.5

Consultation with the Reference Group was a critical factor in