Thank you for the opportunity to submit this response on behalf of the board, staff, and many stakeholders of The North Carolina Arboretum.

Transcription

1 August 30, 2008 TO: FROM: Norma Houston Tony Caravano George Briggs Executive Director RE: UNC Tomorrow Response Phase Report Thank you for the opportunity to submit this response on behalf of the board, staff, and many stakeholders of. We will be pleased to provide any additional information that may be needed.

2 Introduction UNC Tomorrow Response Phase UNC Affiliated Entities THE NORTH CAROLINA ARBORETUM As evidenced by the many participants in the UNC Tomorrow listening tour last year who spoke regarding the important role of (TNCA) in Western North Carolina, the Arboretum has many qualities that are uniquely aligned with key findings and recommendations published in the UNC Tomorrow Commission report. is not a traditional university entity within the UNC context of institutions. Therein, however, lies a strategic opportunity for the University of North Carolina and the State. The singular niche it now occupies in the mountains and the close alignment with key UNC Tomorrow findings and recommendations Our Communities and Their Economic Transformation, Our Environment, and Our University s Outreach and Engagement -- allow the Arboretum to support the needs of our State in ways that are both strategic and unprecedented. Positioned in one of North Carolina s most popular destinations and within one of America s most sensitive ecological regions, the Arboretum forms a unique nexus among UNC institutions, federal agencies, private enterprise and other organizations associated with plant sciences, landscape, conservation, and environment. This physical setting at the confluence of many public and private interests also corresponds to an intersection of issues now at the forefront of our national and international conscience wellness, biodiversity protection, climate change and sustainability. These issues, closer to home, are foundational to the economic transformation now underway in North Carolina. Paul Saffo, noted Silicon Valley forecaster, makes an important point in this context: Biology is becoming the model for technological breakthroughs in everything from medicine to manufacturing. Technology has done plenty to improve the human experience. Its next job is to improve the human condition and, as such, ensures a shift from electronics to biology. The Arboretum, since its inception in 1986, has conducted a continuous and long-standing dialogue with its constituencies and stakeholders throughout North Carolina. As a result, now reinforced by the UNC Tomorrow major findings and recommendations, Arboretum priorities presented in this report are focused on key aspects of this strategic interface between biology and commerce, on UNC Tomorrow recommendations, and on serving as a public translation agent between North Carolina citizens and these complex areas of science: 1) Our Communities and Their Economic Transformation (4.4) 2) Our Environment (4.6) Bent Creek Institute (BCI) (Existing) Centers for Environmental and Climatic Interaction (CECI) (Existing) 3) Our University s Outreach and Engagement (4.7) Olmsted Initiative (Existing) Outreach through Technology Initiative (New) 1

3 I. System Role and Inter-Institutional Collaborations 1. Describe the role of UNC General Administration in the functioning of your entity. In the statutes that established the Arboretum in 1986, G. S states: The Arboretum shall be administered by The University of North Carolina through the Board of Directors established in G. S State funds for the administration of the arboretum shall be appropriated to The University of North Carolina for the University of North Carolina at Asheville. The University of North Carolina may receive gifts and grants to be used for development or operation of the arboretum. The role of General Administration falls into four general categories: 1) Administrative oversight and performance accountability Reporting relationship with executive director Approval of hiring and termination of senior administrative staff Policy development counsel and approval Board interface, ex-officio positions, Board of Governors appointments Interpretation and oversight of Board of Governors policies 2) Providing fiscal oversight and accountability Oversight of state budget management and performance Audit review of use of State funds Annual audit review of Arboretum Society 3) Resourcing and oversight of capital and operating requirements Approval of TNCA 1 capital projects and requests Capital project management and counsel Oversight regarding TNCA bond funding initiatives Repair and Renovation funding and oversight 4) Managing and strengthening administrative capacity Development office planning, training and consultation HR approvals, mentoring and training Oversight of State Property management issues Legal counsel and Campus Police support Research and Sponsored Program support and management Advocacy with State and federal legislative bodies and agencies Umstead law interpretation and compliance Counsel on economic development and innovation strategies Representation within GA component of Staff Forum 1 TNCA is an acronym for 2

4 2. Inter-institutional collaborations with UNC Institutions a. Nature, extent and accomplishment of the collaboration: The creation and management of the Bent Creek Institute (BCI), a research and development arm of. Collaborating Institution: Western Carolina University Dean of WCU Kimmel School of Engineering serves as incorporator of BCI, Inc.. WCU provides in-kind faculty time in support of research: natural cancer therapeutics discovery. WCU provides in-kind faculty time in support of research: phytochemicals modulating cancer and oxidative stress. WCU will provide facilities in support of research: breeding and development of new Actaea racemosa (black cohosh) cultivated variety from germplasm collection for use by local growers. Grant submitted to the North Carolina Biotechnology Center. Collaborating Institution: University of North Carolina, Asheville UNC-A provides in-kind faculty time in support of research: sustainable bio-exploration in WNC. Collaborating Institution: University of North Carolina, Chapel Hill UNC-CH will provide facilities in support of research: screening program of native plant materials for cancer, diabetes and HIV research. Collaborating Institution: North Carolina State University NCSU is one of three partners, with BCI, in a project targeting development of medicinal specialty crops. Other partners are Auburn University and Rutgers.. * Two representatives each from WCU, UNCA, NCSU and Appalachian State University sit on the Western North Carolina Advisory Committee for the NC Biotechnology Center, consisting of leaders from academia, health care, NGOs, and private companies, chaired by the Arboretum s Executive Director. b. Operating funds. Collaborations have stimulated substantial grant revenue and in-kind expertise. Several outstanding grant submissions include collaborative programs between the Bent Creek Institute and UNC entities. c. Personnel. The Bent Creek Institute has four staff directly supported by TNCA operating funds, some of which are restricted to this program as the result of raised revenue activities. TNCA Executive Director and staff provide significant in-kind operational support to planning and facilities. Collaborating entities provide inkind research support as listed above. d. Facilities and Equipment. The Bent Creek Institute has both facilities and equipment at TNCA; additional equipment use is made available through above partnerships. e. Inclusion on advisory or other boards. The Bent Creek Institute has representation on the following boards: Advisor to USDA National Plant Germplasm System, Plant Germplasm Operations Committee, and Medicinal Plants Subcommittee. TNCA Executive Director sits with other UNC leaders on the NC Biotechnology Center Board of Directors. f. Other means of support and collaborative involvement. The Bent Creek Institute has representation as reviewer of the American Herbal Pharmacopia (World Health Organization) The American Society of Pharmacognosy, Hortscience, Environmental and Experimental Botany, Journal of Herbs, Spices and Medical Plants, and Castanea. 3

5 a. Nature, extent and accomplishment of the collaboration: Support to the North Carolina Natural Products Association (NCNPA) and the Natural Products Sector in Western North Carolina. The North Carolina Natural Products Association is a 501 (c)(3) non-profit organization dedicated to conserving, cultivating, and sustainably harvesting and processing North Carolina grown medicinal plants. serves as the administrative home of this Association. Collaborating Institution: University of North Carolina, NCSU, Small Business Technology and Development Center, Western Regional Service Center. SBTDC provided direct support of $5,000 to fund the business and marketing plan development for the NC Natural Products Association, and consulted with RTI on business and marketing study. Collaborating Institution: Appalachian State University ASU provided facilities and operational support to most recent professional development conference on building North Carolina s natural products economic cluster. Collaborating Institution: NC State University Faculty from the Mountain Horticultural Crops Research and Extension Center at Fletcher have collaborated on the NCNPA organization and its various programs since its inception in b. Operating funds. Collaborations recently provided $5,000 in program funding as well as $7,000 of in-kind support, and similar amounts in previous years. c. Personnel. Collaborating entities provide expertise and leadership for specific areas of plan or program development. d. Facilities and Equipment. TNCA serves as the administrative home of the NC Natural Products Association, and Arboretum staff provide daily administrative assistance. e. Inclusion on advisory or other boards. TNCA s Executive Director has served as Chair of the Board of Directors of the NC Natural Products Association since the organization s founding in f. Other means of support and collaborative involvement. State entities also supporting this effort include the North Carolina Biotechnology Center and North Carolina State University s Medicinal Herbs for Commerce Program. Private support is provided by such entities as Gaia Herbs, Inc., Biltmore Company, Greenlife and Earth Fare grocers, and other companies. a. Nature, extent and accomplishment of the collaboration: The Youth Science Education Outreach Program at. Collaborating Institution: Renaissance Computing Institute RENCI provides funding for an education staff position, equipment and an outreach laboratory vehicle. Collaborating Institution: University of North Carolina, Asheville UNCA serves as a collaborating partner, along with two regional environmental education entities, in the development and delivery of science-based outreach education for grades 3 through 10. b. Operating funds. RENCI annually provides $30,000 for one staff position and $10,000 for materials. 4

6 c. Personnel. RENCI supports one environmental educator, on staff at TNCA. d. Facilities and Equipment. TNCA manages and maintains the vehicle, equipment and materials necessary to facilitate outreach education. e. Inclusion on advisory or other boards. None. f. Other means of support and collaborative involvement. Participant fees from auxiliary education programs support additional staff, who in turn help support this initiative. TNCA education department staff are cross-trained to support multiple program areas. a. Nature, extent and accomplishment of the collaboration: The French Broad River Watershed Education Training Center, with its mission to provide educational programming and demonstration projects on low impact development, storm water and sediment and erosion control practices. The Training Center has provided outreach to local governments, land owners, land managers, and design professionals to improve and preserve water quality. Collaborating Institution: North Carolina State University NCSU supports the personnel and administrative components of the Training Center. NCSU, Cooperative Extension Service, provides in-kind Extension Agent time to instruction programs. b. Operating funds. Training center is supported through securing local, state and federal grants related to water quality and environmental demonstration. The program has generated $2.3 million. c. Personnel. Personnel, including two full time staff and one to three part time staff, are housed and supported at TNCA. d. Facilities and Equipment. TNCA hosts the office needs of the Training Center. e. Inclusion on advisory or other boards. None. f. Other means of support and collaborative involvement. None. a. Nature, extent and accomplishment of the collaboration: Support to the outreach and engagement arm of, with its goal of creating a more informed, motivated population (of all ages) making thoughtful decisions about the environment, education and economic development related to their own lives and communities. Collaborating Institution: North Carolina State University NCSU provides the training administration and instruction development portion of the Certified Plant Professional and Certified Landscape Technician Program. TNCA manages and maintains the collections and classroom specific for this program. NCSU provides in-kind expertise and instruction in areas of plant trials, evaluations and introductions as well as design and plant pest diagnostics. 5

7 NCSU, Cooperative Extension Service, in partnership with the Arboretum provides in-kind expertise and instruction to the general public on topics of invasive plant management, landscape management, organic lawn care, pest management, etc. b. Operating funds. Funding needs of related education programs are raised through participation fees. Exchange is net zero. c. Personnel. TNCA provides administrative and maintenance support necessary for education programs. d. Facilities and Equipment. The Arboretum provides classrooms, equipment and materials for all related education programs. e. Inclusion on advisory or other boards. TNCA staff serve on joint program advisory committees with NCSU agencies including the Mountain Horticultural Crops Research and Extension Center as well as Buncombe and Henderson County Cooperative Extension Services. f. Other means of support and collaborative involvement. TNCA implements this diverse program through many partnerships with regional and state-wide entities, Federal agencies, regional businesses, etc. This program follows TNCA model of funding support through a balanced use of public funds as well as earned and raised revenues. 3. What administrative or policy changes are needed to increase or enhance these areas of inter-institutional collaboration for your entity? A more efficient administrative structure for within the UNC system. Undertake a planning exercise designed to update and upgrade the current model of Arboretum administration within the UNC system, to be completed by the Arboretum s 25 th anniversary in TNCA is strategically positioned to directly and proactively address 21 st century challenges in a mountain region of international importance due to its ecological diversity, scientific complexity and emerging entrepreneurial and research opportunities in natural biotechnology, integrative medicine, climate change, and environmental sustainability. An innovative Arboretum structure may better facilitate the research and entrepreneurial strategies, UNC collaborations and national affiliations necessary to address these challenges. 6

8 II. Entity Mission and UNC Tomorrow 4. Existing Programs Program 1. The Bent Creek Institute (BCI) serves as the natural biotechnology research and development unit of, (4.4, 4.5, 4.7) 2. Focusing on Western North Carolina s extraordinary biodiversity, the Institute fosters and promotes sustainable economic growth and global awareness of the region s natural product and integrative medicine industry clusters. The Institute is organized around four research programs, with common goals of new commercialization, product development, and service outcomes. The research programs are: Agricultural and Botanical Research, plant collecting, preservation, conservation and research. This division houses North America s first medicinal germplasm repository, and will conduct genetic characterization and research, breeding/optimization and regional mapping of medicinal species. (4.7.1, 4.7.3) Molecular Research, using natural products chemistry, systems biology, and pharmacology to understand active constituents in plants, fungi and microorganisms as well as to develop new pharmaceuticals and nutraceuticals. (4.4.1, 4.4.3, 4.7.3) Translational Research, advancing to market natural medicine therapies. Discoveries through early, preclinical and clinical development will apply to products from the Institute as well as from the emerging industry cluster. (4.4.1, 4.4.3, 4.7.1, 4.7.3) Health and Wellness, supporting scientific validation of integrative, alternative and complementary medicine modalities. The key directive of this division is to provide integrative medicine practitioners with resources and expertise in developing clinical trials. (4.4.1, 4.5.2, 4.5.3) The Bent Creek Institute intends to build top-tier research capacity and produce intellectual property that will attract to the region new and existing companies engaged in natural products, natural biotechnology and all facets of natural and integrative medicine. With its broad partnership base and visionary research and economic development goals, the Institute is establishing Western North Carolina as a location known globally for its leadership in this rapidly growing economic arena. a. How is this program s effectiveness assessed? Appropriate metrics for the Bent Creek Institute include invitation and participation in collaborative programs, successful grant applications, peer-review publications, intellectual property creation, technology transfer, new business creation, licensing/royalty/milestone/services fees. b. Can the effectiveness of this program be improved, and if so, how? Yes. The effectiveness of the Bent Creek Institute is currently limited by funding, and will be improved with sufficient support in facilities, staff, equipment and marketing programs to take advantage of ripe commercialization activities now underway. If limited in effectiveness by lack of funding, the Institute will miss opportunities to position Western North Carolina as a leading location for cluster development in this industry sector. 2 Parenthetical references are linked to specific reference numbers from UNC Tomorrow Executive Summary. 7

9 c. What is the cost, if any, of improving the effectiveness of this program? Resources necessary within the next 24 months: Capital funds of $7.5 million for physical facilities and laboratories. Capital funds of $1.5 million for specialized equipment. Annual operating budget of $1.1 million to support scientists, technicians and research. d. Where will the funding for these improvements come from? To date, funding and support for the Institute has been garnered from such entities as the University of North Carolina the North Carolina Biotechnology Center Mission Health and Hospitals Targacept, Inc. Glaxo Smith Kline Buncombe County and others. TNCA redirected funds, shifted priorities of the Executive Director, cut existing programs and lowered operational standards to ensure this initiative could advance. In the future Arboretum programs will be supported by a combination of public and private funding and earned revenues. We anticipate that the NC Biotechnology Center, biotech and natural product companies, federal and State agencies, foundations, companies, the University of North Carolina and individuals will continue to play a key role in the Institute s diverse funding structure. The Bent Creek Institute is currently approved for a Centers of Innovation program through the NC Biotechnology Center that will fund up to $2.6 million over 5 years targeting commercialization of research generated in the natural products sector. A not-for-profit corporation, Bent Creek Institute Inc., has been established and is chaired by TNCA s Executive Director to assist in fundraising, technical counsel and networking. The effort is further enabled by a Scientific Advisory Committee of 15 national and international luminaries in natural product and integrative medicine fields. e. Who is accountable? The Executive Director, TNCA and Director, The Bent Creek Institute The major elements of a timeline for this initiative are as follows: 2008 Complete planning requirements for BCI as an inter-institutional institute of UNC administered by TNCA Complete business planning for Centers of Innovation award from the NC Biotechnology Center 2009 Secure funding for design and construction of permanent laboratory facilities located at or near TNCA First formal meeting of the International Science Advisory Board Finalize appropriate agreements with several companies currently in negotiation with BCI 3 3 BCI is acronym for Bent Creek Institute 8

10 Program 2. Initiate appropriate agreements with partners holding rights to new technology asset. Complete initial organization and collaborations associated with the North American Germplasm repository Publish first two scientific papers arising from BCI research projects 2010 Complete first year (of four) execution of Centers of Innovation Business plan Undertake commercialization of any research findings of promise from current plant screening and research Completion of first major germplasm collections foundational to the purposes of BCI The Olmsted Initiative is the primary outreach and engagement arm of, (4.2, 4.3, 4.4, 4.5, 4.6, 4.7). Through plant-centered education, exhibition and demonstration, the Initiative promotes leadership in environmental sustainability awareness, related economic development and science literacy for North Carolina communities and campuses. (4.4, 4.6) The facilities, exhibits, education programs, and economic strategies crafted during the 22 years since the Arboretum s inception form an enviable physical basis for expanding institutional outreach in educational and economic terms. The Initiative engages its constituents through targeted partnerships, technology use and programs as follows: Innovations in Exhibition Program, creating a more engaged, motivated population (of all ages) making informed decisions about the environment, education and economic development related to their own lives and communities. Products include o Demonstration sites actively interpreting sustainable best practices in facilities and landscape management. (4.6.1, 4.6.3) o Traveling educational exhibitions interpreting science topics with immediate relevance to community solutions regarding environmental and economic development issues. (4.6.3, 4.7.1, 4.7.3) o Active interpretation through exhibition and programs of The Bent Creek Institute and the Climate & Plants Initiative. (4.6.2) The Learning Institute, providing greater access to scholarly, science-based higher education for adults, including non-traditional students and lifelong learners. Products include: o Certificate programs for professionals in plant centered occupations, partnering with community colleges and local industries. (4.2.1, 4.2.2) o Professional development/training programs and partnerships with emerging industries in Western North Carolina, including the plant-centered elements of the craft and creative economies. (4.2.1, 4.4.1, 4.4.4) o Targeted health and wellness programming for the general public. (4.5.1) o Targeted science education programming addressing emerging environmental and economic development issues as well as demonstrating creative solutions, especially those related to work by the Bent Creek Institute and the Climate & Plants Initiative. (4.6.1, 4.6.3, 4.7.1, 4.7.3, 4.7.4) 9

11 Science Literacy for Educators, enhancing continued science education training for North Carolina public educators. Products include targeted programming and partnerships that result in broad-based educator training opportunities, such as the upcoming Outdoor Learning Environments Institute conference for pre-k programs and day care providers, which support the science component of a seamless education continuum. (4.3.1, 4.3.5) a. How is this program s effectiveness assessed? Appropriate metrics for the Olmsted Initiative include measurement of education and exhibition program participant contact hours pre and post visit and program surveys to assess changes in attitude, knowledge and behavior participant evaluations program load factor and fee generation number of participants who successfully complete professional development programs and receive certification reach of traveling exhibitions and related programs b. Can the effectiveness of this program be improved, and if so, how? Yes. At its current level, the Initiative is not meeting the needs demonstrated actively by our constituents. Program capacity is quickly consumed, and we are not able to offer the breadth and diversity of learning and demonstration opportunities that fully support the goals. More staff resources, and an investment in technology, will allow rapid increases in program reach. c. What is the cost, if any, of improving the effectiveness of this program? $290,000 in recurring State support in FY 09/10 will allow TNCA to maximize effectiveness not only in program delivery, but to strengthen its funding potential so that this state investment will result in proportional increases in areas of raised and earned revenues, as well as in economic benefit to the to the related green and plant-based industry sectors. FY 09/10 Salaries and benefits $118,200 Enhancement of education staffing 107,000 Add Campus police and maintenance staff, 3 Equipment 64,800 Classroom support TOTAL $290,000 d. Where will the funding for these improvements come from? TNCA will be including this amount in its biennium expansion budget request submission, as this will support the most immediate and efficient return on the investment. If unsuccessful, programs will move forward at significantly reduced rates, if at all. Funding sources outside state appropriations include direct program fees, increased donor and sponsor potential, increased grant funding for specific science initiatives, increased earned revenue, and more. The long term funding strategies for program growth as well as sustainability rely upon a balance of public, private and earned support. e. Who is accountable? The Director of Education, TNCA, leading the TNCA Mission Orchestration Team. The major elements of a timeline for this initiative are as follows: 2008 Host statewide training program in conjunction with Smart Start offices on outdoor 10

12 Program 3. learning environment use by educators of students aged 0-4 (September) Implement slate of exhibition and youth programs, assess effectiveness (Ongoing) 2009 Introduce first phase of The Learning Institute (January) Secure funding for first science-based traveling exhibition, begin design and fabrication phase (Fall) Host second program of Science Literacy for Educators (August) in conjunction with Bent Creek Institute 2010 Establish on-site education offerings on climate & plants Initiate formative and front-end evaluation and design concept for a national traveling exhibit related to climate & plants program curriculum objectives Initiate second phase of The Learning Institute, incorporate climate curriculum Host first TNCA-produced traveling exhibition, launch state-wide tour schedule The Climate & Plants Program is the principal environmental focus of, (4.4, 4.6, 4.7). TNCA founded and continues to lead CECI, the Centers for Environmental and Climatic Interaction, Inc. (4.6.3) as a response to: a request by the Asheville Hub, Asheville s economic development umbrella organization, to provide leadership and organizational management, community focus on leveraging the scientific and economic presence of the National Climatic Data Center, broad regional interest in biodiversity conservation, and growing national and international concern over climate change and its impact on botanical and ecological systems. Specifically, this program consists of the following priorities: 1. Interpret the Arboretum s 435-acre site as a model of energy efficiency, water management and sustainable best practices in order to impact behavior. (4.6.1) 2. Offer public formal and informal educational opportunities related to climate change adaptation and mitigation. (4.7.1) 3. Influence the Arboretum s 275,000 annual visitors to become more aware and engaged relative to climate change, biosphere issues and sustainability. (4.7.4) 4. Assist the Asheville community and the WNC region in attracting increased federal funding in the area of climate change and stimulating related cluster development and business recruitment. (4.4.3) 5. Provide leadership in establishing the Asheville community as a recognized climate center of the nation. (4.4.1) 6. Utilize national and international affiliations in the fields of landscape architecture, horticulture, ecology, and plant conservation to provide scholarly public service for the Western North Carolina region. (4.7.2) a. How is this program s effectiveness assessed? Appropriate metrics for the Climate & Plants Program include: 11

13 success in securing a NOAA Cooperative Institute (CI) for Climate Data Records in Asheville; winning management of the CI with a collaborative, multi-state team; attracting outside companies and growing indigenous climate-related businesses; leading climate and plant related national and regional conferences; and measuring positive changes in the behavior of Arboretum visitors and regional citizens relative to sustainability and climate adaptation through post visit surveys. An economic impact study nearing completion by the Coman Company in Charlotte projects, if we are successful in securing the Cooperative Institute in Asheville and the related business development that it would stimulate, a conservative economic impact of jobs and $110,609,199 total in impacts for the State. b. Can their effectiveness be improved, and if so, how? Yes. TNCA and the Asheville community have invested substantial amounts of in-kind planning support and early management. In order to move from planning to sustainable execution, on which ultimate success depends, a consistently resourced capacity for leadership and management is required. c. What is the cost, if any, of improving their effectiveness? An annual operating budget of $650,000 per year includes the program manager, support staff, space and administrative requirements, travel, a national marketing program, business recruitment and collaboration, equipment and professional development. d. Where will the funding for these efforts come from? To date, TNCA has provided significant leadership and resources. We have redirecting the priorities of the Executive Director and the Director of General Services; reduced administrative support functions; eliminated plant conservation leadership; reduced maintenance standards on site; implemented cost efficiencies in energy, water and communications; foregone equipment purchases; and increased emphasis on earned revenue and philanthropic programs. Externally, the Asheville Hub and NCDC have contributed more than $100,000 to support the planning and early efforts behind this initiative. To sustain effectiveness the program requires ongoing funding for management capacity that would come from State, federal, and private sources. A non-profit corporation, the Centers for Environmental and Climatic Interaction, Inc. (CECI) has been established, chaired by TNCA s executive director, to assist in fundraising, technical counsel and networking. e. Who is accountable? The Executive Director, TNCA The major elements of a timeline for this initiative are as follows: 2008 Sponsor national NOAA data users conference on Climate Change and Plants (underway) Complete application for NOAA Cooperative Institute at Asheville, and build competitive multi-state team. Build collaborative relationship with first company attracted to the community, Scientific Research Corporation 12

14 2009 NOAA decision on Asheville Cooperative Institute; initiate management planning Build management capacity to recruit and attract companies and stimulate business development Initiate national communication strategy to brand Asheville as a national climate center Secure federal contract for climate related services through team of UNC, federal and private partners 2010 Select vetted technology to implement distance education specific to the climate & plants program objectives Establish on-site education offerings on climate & plants Initiate formative and front-end evaluation and design concept for a national traveling exhibit related to Climate & Plants program curriculum objectives 13

15 5. New Program, needed to respond to Report recommendations. The Outreach through Technology Initiative establishes the vehicle to more effectively and efficiently communicate our educational and interpretive expertise and experience to North Carolina citizens, schools, businesses and communities, (4.1, 4.3, 4.4, 4.6, 4.7). A timely and relevant digital communication capability and technology infrastructure, consistent with public expectations, will facilitate statewide interactive educational programming as well as dissemination and interpretation of research findings. This program will also create technological parity with federal, State and private partners, allowing public access to TNCA resources and practical experience in conserving biodiversity, employing it in a changing climate, and leveraging both as a source for sustainable economic development. Products include: Conversion of interior and exterior classrooms to smart classrooms, significantly expanding the reach of current programs into the international community. We intend to use wireless technology to combine for our on-site students a direct experience of outdoor demonstrations and exhibits with immediate access to relevant information, and to convey as well as possible this experience to those who participate remotely. (4.1.3, 4.2.1) Video conferencing capability in both interior and exterior classrooms. This tool is critical for efficient remote collaboration between research and economic development partners of the Bent Creek Institute and the Climate and Plants Program. It will facilitate our ability to offer University campuses, community colleges, K-12 educators, and business partners remote access to our location, collections, research, exhibits and programs to incorporate into their learning experiences without the constraints of travel. The Initiative will significantly increase local access to a wide spectrum of adult professional development, training and certification programs, and through partnerships, extend the reach of local business and community college efforts. (4.2.1, 4.2.2, 4.7.3, 4.7.4) Modern web portal. This supports access to information and interpretation specific to TNCA and regional environmental and economic development work. It will also support and expand current work to develop, survey and interlink content relative to our mission. As an example, TNCA has been partnering with major botanical and horticultural institutions throughout the United States in creating a shared plant information database. This Initiative will enable us to expand our contribution to this effort. (4.1.3, 4.4.5, 4.6.2, 4.6.3, 4.7.1, 4.7.4) Technology-based access to mainstream education programs for those with disabilities, as well as those for whom English is not the primary language. (4.2.3) f. What is the cost of establishing this program? New Recurring Non-recurring , , , , , , ,000 g. Where will the funding for this effort come from? Support has been and will be secured through a variety of sources: $10,000 for strategic website planning and improvement was provided in FY by TNCA Society. 14

16 Renovations, upgrades and hardware costs will be supported in part by the annual UNC Repair and Renovation funds, as part of the Arboretum s 6 year plan. Positions and ongoing operating support for the technology infrastructure will be requested through the biennium expansion budget request. Additional educational programming staff support may be needed, but will be funded through raised revenues related to the fee-based programs that the Initiative supports. i. Who is accountable? The Director of Education and the Director of Facilities Management, TNCA. The major elements of a timeline for this initiative are as follows: 2008 Complete first phase of website upgrade (underway) 2009 Design technology retrofit of classrooms; initiate first phase Upgrade digital hardware and infrastructure Design and initiate second phase of website upgrade Initiate first phase video conferencing at end of year 2010 Initiate full implementation of video-conferencing and smart classroom accessibility. 6. Are there any additional administrative and policy changes needed to successfully implement response plans in ways that ensure efficiency, effectiveness, and relevance to both current and future challenges? None beyond response to Question #3. -END- 15