Dear Mr. Dell:

Your [op-ed of June 18] requires a response to you as well as the community. It is rife with many inaccuracies and omissions that I would like to correct.

First, I will address the financial status of the Garden. Unfortunately, the impact of the national and state economic downturn has hurt organizations that rely on investment funds. The Botanic Garden has posted audited 2007 and pre-audited 2008 financial reports along with year-to-date 2009 numbers at SBBG Documents & Brochures under the Resource tab of our website. We have also posted a chart, which depicts the Garden's investment portfolio valuation history. An analysis of the portfolio history reveals the Garden investment portfolio reduction relates to the 2008 economic downturn. In addition, spending on the Vital Mission Plan since May of 2005 has been $4 million. The costs relating to the Vital Mission Plan represent the cost of planning and development in California and Santa Barbara County. The Garden has worked cooperatively and with full transparency with all county agencies and commissions over the last four years. That work in conjunction with public input has made the Vital Mission Plan an improved plan that the entire community can embrace. The outcome of this long and expensive process will be that Garden staff will have improved working conditions and modernized collection space. The steadfastness of the Trustees, over several generations, testifies to their commitment and understanding of the reoccurring staff request for increased collection space and stewardship and improved staff workspace.

Responding to your other issues:

The policy of the Garden since 1926 has been to evaluate the acquisition of contiguous land as a means of preserving open, rural space in Mission Canyon and to minimize housing development on the visible slopes east and west of the Garden. With the original 13 acres, the Garden has grown to 65 acres over its 83-year history. Recently, the Garden acquired the Cavalli property of 13 acres extending the eastern boundary of the Garden. These 13 acres constitute part of the Vital Mission Plan that would extend the Garden ownership to 78 acres. This will allow for more exhibit/collection space, expanded educational endeavors, and scientific study while offering new hiking paths and a spectacular view atop the Cavalli ridgeline overseeing the Channel Islands. It furthers our mission to preserve open space that otherwise would surely be developed into more housing. Also, in 2007 the Garden acquired two additional contiguous parcels, one of approximately 6 acres, another of less than one acre. Such land acquisitions have been the history of the Garden and offer future multiple opportunities.

To characterize the acquisition of the Ojai Garden as costly and misguided does not accurately reflect the intent or nature of the transaction. In 2003, the Garden entered into a pledge agreement with the landowners. Their desire was to have their garden, already well known in the region for its beautiful setting, aesthetic displays of Mediterranean flora (including California flora), provided with professional stewardship. In addition to the garden, a large electric boat, a floating classroom, was donated. Operation of the floating classroom continued for a few years during which time it was a popular venue for grant programming to agencies and children. It is important that the public understand that the diversion of SBBG dollars to the Ojai pledge agreement was minimal. Staff time was substantially supported by grants. The donors themselves contributed over $100,000 a year to cover operational costs.

As you well know, but unfortunately failed to mention, the construction of the Meadow Terrace, was an approved Substantial Conformity Decision by the County of Santa Barbara. The Garden again was transparent in its need and request to the County regulatory agency that evaluated the modest project and found it to be consistent with the 2003 Historic Landmark Resolution. The Garden proceeded in good faith and with about 50% of the project completed, a Stop Work Order was issued by the same regulatory agency in response to six complaints that constituted a 'substantial public controversy'. The Garden has agreed to link the completion of the Meadow Terrace with the Vital Mission Plan, so that the Terrace is subjected to a CEQA analysis for environmental impacts and to mitigate as necessary any identified impacts. It is important to note that the Meadow Terrace was designed by one of the country's leading landscape architects, Darrel Morrison, who incorporated into the design elements, sensitivity to the site and the historic importance of the footprint. To imply that the Garden's intent was to create an eyesore is baseless and utterly ridiculous. Such a viewpoint can only be held by those who are opposed to change in the Garden. As you also know, the Garden is in mediation with the County of Santa Barbara and since that is an active process it would be inappropriate to discuss specifics.

We appreciate your statement that the pavers are a reasonable addition. The Garden has certainly received numerous expressions of thanks from those who are accessibility challenged - those in wheel chairs, those with walkers, mothers with strollers, and those who have difficulty traversing the uneven terrain and ruts of the dirt paths. Aside from offering increased accessibility, substantial staff time is saved with upkeep of the pathways. To say that the pavers have gone well beyond what Garden supporters feel is appropriate diminishes the Garden's response to all who are physically challenged and want equal access to areas of the Garden.

The history and mission of the Garden is rich with a commitment of conducting experimental trials related to the use and introduction of native plants into the landscape. Again, with the initial design input of Darrel Morrison, an experimental, one-of-a-kind, California native sod was developed and is being trialed in the Meadow. This is not, as you know, a typical turf or commercial sod. To say it was poorly conceived and inappropriate does not reflect the horticultural intent or the viewpoint of many garden professionals, visitors, and families.

Now we come to compensation. Let's first note that the gardening and physical plant staff of the Garden received no reduction in hours or pay. The priority of the Garden was to protect the historical core functions - the grounds being the most important. The actual headcount of employees prior to the economic downsizing was 50 (35 full time equivalents). The loss of 10 employees (headcount; 6.25 FTE) was devastating, but necessary to ensure our financial viability. I believe a comparison of similar non-profits in our community - the Zoo, the Natural History Museum, and the Art Museum - would yield similar compensation levels for management and staffing positions. The Garden monitors salary comparisons within our community, the state, and benchmarks against gardens throughout the country. By the way, senior management took a 10% pay cut at the beginning of 2009, the highest in a series of gradated cuts.

To characterize the actions of the Trustees as "secrecy and stonewalling" is nonsense. Under California law, public disclosure requirement of a non-profit is a yearly audited annual report. Under Federal law, 990's must also be disclosed. The Board of the Botanic Garden has routinely disclosed those documents on its website (see above).

Board recruitment is a continual process at the Garden. At the moment, we are 11 in number (4 short of the 15 noted in the Garden bylaws). Nevertheless, all decisions made by the Board occur only when a quorum of the seated trustees are present and a majority of that quorum votes. We are advised that this complies with California law.

I find it particularly offensive that you would continue to make the statement that the Garden allowed nearly a million dollars worth of assets to go uninsured. This is especially egregious since Ed Schneider, the Garden's Executive Director, wrote a personal email to you, informing you that the Garden had very good and full coverage after your comment first appeared on a blog site. The responsibility for Garden stewardship by upper management is reflected in the Garden having full and excellent insurance coverage. Everyone who has suffered losses in our local fires knows that it takes time before you receive a cash settlement. Thankfully, the community has responded to the Garden's immediate need to restock the horticultural equipment (completely lost except for one shovel and one utility cart) so the gardening staff can continue their excellent care and development of the Garden grounds and physical plant. We are thankful for the widespread and numerous heartfelt expressions - written letters, donations, and in-kind gifts (totaling over $110,000) - that have been received. This is indicative of the grass roots support and love for this treasured Garden.

Finally, let me say in clear and unequivocal terms that the Board of Trustees supports our senior management team, and especially Executive Director Ed Schneider. Under their leadership the Garden has substantially elevated its professional posture among peer institutions. This statement is supported by reports from our accreditation agency, the American Association of Museums. Ed Schneider, in particular, has a great passion for this institution that started in 1971 when he used the Garden as part of his laboratory assistant duties during his botanical graduate studies at UCSB. Ed Schneider has spearheaded strategic growth in a number of areas such as enhanced collection development, exhibits and their interpretation, an improved physical plant, growth in professional staff, enhanced public awareness of the Garden, and fostering community dialogue and interaction. He has been nationally recognized as an educator, scientist, and administrator. Under his leadership, the Garden has grown significantly as an accredited botanical garden and we, the governing Board and community, take great pride in his and the Garden's accomplishments. Fife Symington, chair, Santa Barbara Botanic Garden Board of Trustees

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