Royal Botanical Gardens (Burlington)
EXCLUDE INTRODUCTION AND CONCLUSION – Only the points below. Citations as many as required – open to the number fluctuating
1) Identifies stakeholder relationships
2) Investment philosophy
3) Financial Analysis (analyze financial statements)
4) Porters 5 forces
5) Includes information about competitors as well as researched company,
6) Supply Chain
7) Price and Demand
8) Operations and Processes as it relates to operational activities
9) Workforce (org structure and functions, major equipment and technologies)
10) Structural/Strategic Challenges and Opportunities
ANSWER
Royal botanical gardens- case study
The royal botanical gardens in Ontario are collection of plants of various types found across the world. It is artwork and science mastery. It is also a nonprofit organization that is run professionally. This paper seeks to study the business aspect of the gardens
Stakeholders’ relationships
Stakeholders in business are any parties or entities who have direct or indirect interests in an organization (Grace & Cohen, 1995). Their involvement with the business affects or contributes to the success of the business. The primary stakeholders in those entities that directly linked to the business.
Visitors
There are a variety of stakeholders who are partnering with the royal botanical gardens. The Gardens are accessible to individuals of all ages. Children as young as 5 and octogenarians are granted access. While in the gardens, the visitors have access to history, culture, science recreation and beauty. The membership is via an annual subscription. This Canadian biodiversity botanical garden enables members to experience nature while at the same time beholding its beauty. Furthermore, they are able to be entertained as they relax. There are programs for adults above 55, community clubs and organizations, kids, and kids. The royal botanical gardens host local societies to sensitize members on opportunities that can grow their communities.
City of Hamilton
The gardens and the city of Hamilton have a long history. Initially, before the 1980s, the city provided funding but as funding became restricted the botanical gardens resulted in additional self-funding measures. In 2006, the royal botanical gardens annual budget composed of 40% from the City of Hamilton and the Region of Halton. The city of Hamilton is a crucial stakeholder in the botanical gardens. The city houses the gardens, funds the gardens and hosts the visitors to the garden.
Volunteers
The royal botanical gardens have a group of volunteers called the RBG auxiliary. This is an organized group composed of about 300 members. They are involved in fundraising activities. Each year they raised hundreds of thousands of dollars for the Royal botanical gardens. They also volunteer their time where they act as tour guides, library staff and gardening. The volunteers have been particularly helpful during the COVID period when the royal botanical gardens were closed to the public. The volunteers have been maintaining the gardens throughout the period in readiness for the opening. So important are the volunteers that a sit is reserved for them at the board of governors
The board and the staff
The board of directors and the staff are also important stakeholders to the success of the royal botanical gardens. Most of them are volunteers with many years partnering with the gardens. There are full-time jobs available, part-time as well as contract jobs. Besides they offer students summer opportunities with the positions varying each year depending on the season. The gardens also provide internship positions to students in fields like botany, Species at Risk, Aquatic Ecology, Terrestrial Ecology, Herbarium, Horticulture, and Education Interpretation Programming. There are 99 permanent employees, 199 part-time employees and over 1000 support staff including volunteers and interns.
Vendors.
The royal botanical gardens have an excellent relationship with diverse vendors. Each year the royal botanical gardens organize a plant faire. During the fare the management of the botanical garden encourage as many suppliers and vendors to participate. Some of the vendors and suppliers involved in the faire are plant societies and horticultural groups, vendors of unique seeds, speciality plants and native plants as well as food and drink merchants for hospitality. During this day, participants come in contact with gardening experts, as well as educational presentations.
Research partners
The royal botanical gardens have partnered with several researchers and botanists who use the facilities extensive collection to do research and dedicated studies. They are made up the stakeholders of the organization making significant development to science.
The government
The government of Ontario is a stakeholder in the running at the royal botanical gardens. Initially, the royal botanical gardens were run exclusively on government money before it became necessary to diversify the sources of revenue. Although it is np’on-profit-making organization t the moment, the special relationship the institution has with the government remains. So important is this relationship that the four levels of government have each a representative at the board
Investment philosophy
The investments of RBS are managed by professionals. They are a mixture of cash near, cash securities, fixed income securities and income securities. The sources of revenues are membership fees, food and beverages, rentals, garden shop sales, horticultural activities, scientific and research programs and lastly educational programs. The RBS is also dependents in donations, grafts and investment incomes. Currently, the royal botanical gardens are drawing up a strategic plan and the core value of the strategic plan is to attain financial independence while maximizing on revenue streams. Additionally, the enhancement of efficiency is also being advocated for (Gunn, 2000). Significant investments will also be made to enhance infrastructure.
To generate more revenue within its facilities, royal botanical gardens have invested in several hospitality ventures. One is the greenhouse café. It is a restaurant t that offers fine dining made from locally available ingredients. The café has an extension called the Wentworth Elm Tasting Room the specifically made for individuals who require a degree of privacy. The Rock Garden Café is another café within the gardens that offers fine dining too. The ingredients used in preparing the meals are grown locally by the gardeners. In addition to cutting costs, they are an excellent source of hygienically grown foods. The RBG gardeners and chefs aspire to give members an arden-to-table culinary experience. The tuner pavilion tea house is another investment in the royal botanical gardens. The tea house is equipped with a patio and members can enjoy a cup of tea or a light snack while relaxing and blending with nature. There are no reservations required to access the tea house
The royal botanical gardens also provide venues for wedding venues for reception and ceremony, decadent meals and photography spots. The venues can accommodate both large and small weddings. The botanical gardens also avail their staff during these functions. In total there are six unique ceremony spaces spread across the gardens. The venues can sit between 20 and 150 guests. The royal botanical gardens have facilities that can be used to host private events. They will range from milestone events, showers, galas to celebrations of life. The various venues can host between 20 -300 people. Three auditoriums can host between 144 and 328 people. The atrium has a capacity of 120 people. The visitor centre can host 120 people and the café can host 80 people. All venues have been equipped with video, sound and natural lighting.
Financial analysis
When the royal botanical gardens were first opened, they were funded by the city of Hamilton. The province of Ontario would join in later. As the years went by the royal botanical gardens realized they could not entirely depend on public funding and the need to diversify revenue streams. Members who have paid an annual subscription have unrestricted access to the 20 miles. Royal botanical gardens publish their financial statements on their web page every year. The financial year runs from 1st of January to 31st of December each year.
Due to the reduction in government spending in the botanical gardens, the board of management has intensified internal income-generating measures. This has caused the accounts receivable to nearly triple in 2019 in comparison to 2018.
Recording of assets
To prevent the RBS from overvaluing its assets, inventory at the gift shops valued at a lower price that what it would be sold for. The selling cost is determined using the average weight method. The capital assets aver been maintained at cost with an exception of donated assets. The lands on which the gardens are domiciled have been assigned a nominal value. Amortization has been provided on a straight-line method. For projects under construction, amortization begins once they have been commissioned.
Accounting standards
The RBS adheres to the Canadian accounting standards for nonprofit organizations. These are standards that guide the use of estimates and assumptions concerning assets and liabilities. An example is a litigation. RBS makes may be exposed to litigation by customers, suppliers and former employees. It is impossible to know how accurate estimate what how much this amount will be. The management van only make estimates based in laid down financial standard rules. Pledges are not recorded in the book until they are honoured.
Risks that RBS is exposed to
A risk is an exposure that an organization faces that may lead to lower revenue, lower surplus or a loss. In the case of the royal botanical gardens, any event that would lead to failure to generate a surplus would be defined as a risk.
From the financial statements, RBS is always at the risk of experiencing liquidity problems. The reason is there is a huge amount of money listed under accounts payable. This has contributed to the reduction of cash in hand at the end of the year. To mitigate this RBS has been aiming to raise its cash reserves as well as the near-cash amounts. This is an indication that the revenue streams of the RBS have not stabilized.
Credit risk
In the top of the liquidity risk, should the creditor fail to pay? This is on account of a huge account receivable account. The RBS has consistently provided most of the services on credit and this has led to a huge rise of this account over the year.
Currency risks
RBS operates in Canada and operates in Canadian dollars but keeps its books of accounts in US dollars. This exposes the company to currency risk. Currency fluctuations between the two major currencies will adversely affect the future cash flows of the organization.
Price risks
The RBS is exposed to a significant proportion of the price list. This is due to a substantial amount of it’s of assets being held up in investments that are vulnerable to fluctuations in interest rates. The board needs to constantly review its investment strategies annually to militate against this risk.
Legal suits and actions
The royal botanical gardens have employees and visitors who once in a while will feel aggrieved by a service rendered or not rendered. Mitigation is tedious and expensive affairs that may cause the organization not make a surplus especially if the decision goes against the organization.
Potters 5 forces
Potters 5 forces are a tool for analyzing the competitiveness strength of a business (Reuvid, 2014). The potter’s five forces are used to identify areas of weakness for improvement and avoidance of mistakes when capitalizing on areas of strength (Hanson, Ireland & Hokinson, nod). A porter 5 force enables a business to look at its rivals while at the same time looking beyond business rivalries.
Competitive Rivalry.
This is an analysis of the number and muscle that the business is facing in that particular niche (Reuvid, 2014). While checking for competitive rivalry, a business will compare its products and services to the competition. Being the largest botanical garden in Canada, the Royal botanical gardens are unrivalled. The gardens have a unique product, unique services and huge financial muscle to back this up. This, however, does not mean that the organization should not analyze the competition notable competitors are Toronto botanical gardens, Belcroft estate and event centre, Cambridge butterfly and conservatory, and Northview gardens. The competition, in this case, has specialized in one area creating a niche for them. RBS needs to be aware of these small gardens to prevent them from sharing the entire among them. (Hanson, Ireland & Hoskisson, n.d.)
Supplier power
This analysis looks at how much ease your suppliers can increase their prices. It also looks at the number of suppliers the business has (Hanson, Ireland & Hoskisson, n.d.). The uniqueness of the product or service is analyzed alongside the ease of switching to an alternative. Additionally, in areas where suppliers are limited, ways in which the business can strengthen the supplier are identified. In the case of royal botanical gardens, the supplier power is mixed. Being a caterer, the RBS produces its fresh food and that enables it to control the quality of the food. However, there are other suppliers both on a large and small scale. The organization needs to prioritize this especially so that in case cash in hand is low, the suppliers can extend favourable credit terms.
Buyer power.
While analyzing buyer power, the organization looks at the number of buyers, how often they come and how easily they can determine the prices (Halevi, 2011). In the case of royal botanical gardens, the market, they have identified the market and segmented it to accommodate people from all walks of life. Additionally offering their services through credit terms enables the RBS to determine most of the prices for their products. Additionally, the RBS has been able to attract tourist, both local and international thus ensuring that its clientele is constantly growing.
Threat of substitution
This refers to the relative ease that customers can find new ways of replacing the product the organization offers (Halevi, 2011). In the case of the royal botanical gardens, clients can easily replace their products and services and at probably no cost. There are many beautiful nature trails spread across the market that can be accessed for free. The fresh food can be accessed from the market at no extra cost. The threat of substitution is the greatest threat to the business model of RBS.
The threat of new entry
This is an analysis of the impact of a new entrant in the market (Halevi, 2011). The likelihood of them shrinking the organizations market share is also analyzed. In the case of the RBS, the new entrants joining the market are ever so alive. Event management is a flourishing business and once in a while, a new entrant will join in. However, the cost of a new entrant joining the market is still prohibitive. It requires significant investment. For this reason, the players in the industry will remain few.
Supply chain
Supply chain management is referred to as management of the movement of goods and services from the procurement of raw materials to the finished product getting to the consumer (Reuvid, 2014). The processes involved include warehousing, work in progress, stock and finished products.
The purpose of supply chain management follow up and make a comparison of production, distribution, and shipment of products and services. To achieve this, a company needs to be having ””pa tight control of its inventory, production lines and sales.
In the case of royal botanical gardens, there is evidence to suggest that the supply chain is tightly managed and monitored. The effects of good supply management are one; the organization has a healthy customer care relationship. Secondly, it leads to the creation of better delivery mechanisms RBS products with the least of details. Next, the organization can increase productivity, reduce storage and warehousing costs. In so doing the organization will be able to reduce its direct and indirect costs. Supply chain management ensures that timely delivery of right products and in the desire amounts. Besides the organization can management and mitigate against globalization, global supply chain disruptions. Furthermore, management of the supply chain reduces wastage and increases efficiency. In the case of royal botanical gardens, the supply chain management is illustrated by two significant processes. One, the royal botanical gardens has a specialized horticultural garden that mainly serves the kitchen. The gardeners work with the chefs to ensure that they grow they produce the freshest vegetables across the year. In doing so the kitchen reduces the need to purchase products from the market resulting to save in costs. Also, there is a shop within the royal botanical gardens that sell different products to the consumer. By virtue of being within the premises, one would expect that the products on sale to be reasonably priced. The royal botanicals garden is dedicated to botanic. It has literature on botany, ornaments made of botanical products, exotic plant species, seeds, flowers, artwork, horticultural produce, guides, greetings cards, and pottery. The shop is also taking advantage of the digital space and is available online. Having the shop within the gardens simplifies logistics. This wouldn’t be the case if the shop was located at a location.
Similarly having all the investment activities of the royal botanical gardens in one location has made the management of the supply chain be easily streamlined.
Price and demand
Price
The Pricing of Royal Botanical Gardens has undergone a lot of changes in recent years. In the beginning, when the botanical gardens were funded by the city of Hamilton, there were no gate fees. But as an increase in funding stalled the need to have additional revenue streams arose. The price of the different products is competitive enough bearing in mind that a portion of services is subsidized by public funds (Stigler, 1966). A stroll into the royal botanical garden requires one to buy a ticket or have been a member of the organization. Once in awhile in members of the public are allowed free entry in order to boost publicity. The prices range from $10 dollars to 18 dollars for individuals. For a small family, the gardens charge $40.
Demand.
The annual numbers of visitors to the royal botanical gardens have been increasing each year. Total attendance in 2019 was 366,593. This number does not include the individuals accessed the park for free. This was a 5% increment over a similar period the previous year. The membership is nearing 20,000 members and this means that revenues are projected to grow too. Besides, different packages cater for different age groups
Operations and Process
Management
The royal botanical gardens are run by a board of governors that are all volunteers. The board is composed of representatives of the community, representatives of the four levels of government and representatives of the volunteers. The four levels of government that are represented are the city council of Hamilton, Regional Municipality of Halton, Province of Ontario and the local Member of Parliament’s office.
Botanical gardens
This is the core business of the royal botanical gardens. The royal botanical gardens are composed of five gardens. They are,
The rock gardens. These gardens showcase spring bulbs plants that flower in the spring and conifers. The next garden is the laking gardens. It contains a collection of perennial and heritage plants. Hendrie Park is the third garden contains a collection of native, woodlands, medicinal, scented and other diverse annual trials. The fourth garden is the RBG Centre that showcases orchids and Mediterranean plants. The fifth garden is the Arboretum collections. This garden showcases different trees and shrubs the royal botanical gardens takes pride in its famed lilac collection. It is very diverse and it is recognized the world over as one of the largest collections.
Research facilities
The royal botanical gardens not only allow visitors to enjoy the beauty of Mother Nature. Due to the diversity of the plant population at the royal botanical gardens, researchers conducted several studies in these gardens. This makes them among the most studied collection of flora and fauna in the region. The studies conducted to increase the knowledge of plants, increase k knowledge on how to manage public lands, refine the interpretation of the botanical interpretation to the public, the study of plant distribution and their patterns. At the moment there are ongoing research programs for plant taxonomy, restoration of ecosystems, botany in the field and management of wetlands, management of endeared species, horticulture and the study of lilacs. The royal botanical grades have partnered with researchers to pioneer a study of the restoration of its natural lands. A lot of emphases is being put on the management of wetlands and the biodiversity they harbour. The research is conducted in the RBG Herbarium.
Library services
The royal botanical graders have a history of over 50 years. For this reason, there exists a huge collection of photos, monograph collections in the field of botany. There is a huge collection of information that ranges from botany, horticulture to landscaping of botanical gardens. The library is an important resource Centre for a scientist who is publishing their work. Isabella Preston is one of the scientists that have made use of this facility. Apart from the preparation of monographs and the description of new species much of the time of specialists is devoted to the identification of specimens sent in by botanists.
Catering and event management
The royal botanical gardens have found a unique way to generate revenues. Weddings, family celebrations anniversaries, and birthday parties are hosted in very elegant natural environments. This has proven to be a crucial revenue stream for the gardens. The three restaurants are a testament to this.
Processes
A business process is a series of step that is taken to achieve the desired goal. The royal botanical garden process begins with the formulation of a strategic plan. The plan is divided into two, five-year plans and 25-year plan. The strategic plan is prepared by a hired consultant but to be approved by the board. The strategic plan identifies ways of improving revenue collection while improving on the biodiversity and infrastructure of the organization
The strategic plan is given to the executive director who will cascade it down the organizational structure. The executive director will create annual budgets that will be modelled alongside the strategic plan. When the budget preparation process is over the various section heads will each go to their own department to implement their budget? Majority of the budget is dependent on the number of fees paying visitors and the renewal of membership. All the internal processes at the royal botanical garden are designed to ensure that human impacts positively to the environment
The future of the royal botanical gardens
As the organization chats its way forward, a lot of consultation and benchmarking has been done. The ‘New” royal botanical gardens intend to bring humanity into the green spaces. Whenever people will come to the gardens, they will feel a connection between them and nature. Some of the facilities that have been singled out for an upgrade are the arboretum- it will be remodeled afresh. There is plan to develop a retreat center. There are also plans to develop a world-class horticulture center and a conservatory, Amphitheatre. There are plans to develop an escarpment retreat. The revitalizing of the Laking garden, a new community club, a new master trail that offers a unique outdoor experience, a comprehensive transport management solution within the expansive facility and finally improved access to the different sites across the property.
Workforce
Organizational structure
The organization is headed by the board of directors led by a president. They are all volunteers and do not draw a salary or allowance. Under the board we have four management committees all comprised of volunteers too. They are the fundraising committee, budget committee, the supervisory committee and last the nominating committee. The CEO answers to the various management committees and the board too. He is the senior-most officers receiving a salary. Under him are the various departmental heads. The departmental heads have the various sectional heads. The lowest cadre employees are designated staff, interns and volunteers. In total the royal botanical gardens has a total of 160 employees who draw a salary. The volunteers are approximately 3000 in number growing plants are under the general care of a Curator with Assistant Curators in charge of each of the main subdivisions. These are: (1) the arboretum and shrub collections; (2) the rock garden, aquatic garden and herbaceous beds; (3) the tropical, orchid and economic houses; (4) the temperate house; and (5) the decorative department.
Functions of the board and CEO
The functions of the board are to oversight the management, provide oversight, provision of a strategic plan and identification of funding opportunities
The functions of the CEO are implementing and plan the organizations fiscal functions. Lead and expand the cohesive plans. It is the CEO who shapes the organizations long term aspirations. The CEO sis expected to provide nature and mentor other line managers. The CEO is expected to be a visionary leader who will constantly establish new ways to increase revenue generation while leveraging on efficiency.
Major equipment
The royal botanical Gardens have a water recycling plant, water filtration and irrigation system, water pumps, greenhouse for gardening. There is an array of farm tools. There are lawnmowers, fence trimmers among others. The restaurants have crockery and cutlery that is associated with dinning. For the event management, there is the audiovisual equipment, lighting equipment as well as the furniture
Major technologies
The royal biological gardens have accounting and human resource management software, solar lighting, CCTV equipment and modern research laboratory that are used for tissue culture. The royal botanical gardens have a digital catalogue of all the plants that can be accessed on request within the premises.
Strategic challenges / opportunities
Currently the organization is formulating a 25 year strategic plan that will guide the organization going forward. In the plan, there will be short term goals for revenue generation and long term projects. The aim will be to foster financial stability and independence. Improvement of infrastructure while enhancing the customers experience will
Challenges
Strategic challenges can emanate from anywhere. This is mainly because the business environment is very fluid and dynamic. Identifying and understanding corporate strategy is not easy. One reason is people have different viewpoints and understanding. Currently all organizations and business require a corporate strategy. This is a bird’s eye view of how to run the company. Corporate strategies involve narrowing down to a vision and identifying innovative and ingenious ways of implementing it. All-over the world, business are spending immense resources identifying and creating business strategy but very few of them are actualizing their strategy. An organization like royal botanical gardens faces the following challenges to implementing its business strategies
- Lack of resources
An organization like the royal botanical gardens is not short of innovative minds that will develop a good long-term strategy. The board of governors is composed of intelligent men and women. However, the greatest challenge they face is the lack of funds. Funding from the public coffers is stagnant and internal revenue collection is not adequate. In fact, the royal botanical gardens are dependent on bank loans to finish most of the projects. Direct costs are a biggest impediment in the execution of business strategy. For a nonprofit making organization, even one that receives huge donations this is the biggest challenge.
- Lack of communication
When implementing a new strategy, the communication plays an important role (Weygandt, Kimmel & Kieso, n.d.). The flow of information from the board to lower cadre staff should be clear and concise. During the communication, the members of the organization need to be honest and truthful to each other. For instance, at the royal botanical gardens, there may be people who may be resistant to change. This may be due to fear of change, emotional attachment to some artifacts or poor understanding of the strategy. A corporate strategy is only as good as how the members of the organization receive it.
- Market transformations
The current business environment keeps changing and innovating. Businesses are faced with the challenge of coping up from time to time. For instance, the world is currently grappling with the corona virus. Business was forced to shut down. However, as the medical professionals understand more about the disease, business are beginning to reopen. However, the reopening will be under different rules. There will be social distancing and personal hygiene will be stricter. For an organization like the royal botanical gardens will have to channel huge resources to conform to the new normal (Weygandt, Kimmel & Kieso, n.d.). This will cost a huge amount of money and some resources that were meant for development will have to be diverted.
4 Balancing quality and growth
The royal botanical gardens strategic plan will encompass the expansion of facilities and revenue streams. However, a strategic pan cannot document quality. Balancing between growth and quality is a management challenge that the implementers will face. Currently the organization has leant heavily on quality with growth being measured. However the upcoming strategic plan is growth oriented and may suffer a setback due to the need to maintain quality
- Health concerns
The current corona pandemic has completely changed the way business is done. Consumer is very conscious of their health. Business will have to change the way the way things are done. The new normal will involve less people in crowded places plus strict social distancing rules. For a business that is reliant on crowd numbers, the royal botanical gardens are bound to be hit hard by the pandemic. The pricing of the tickets has historically been low.
- 6. Beuracracy
The royal botanical gardens are project where the government has patterned with the public and the project is bound to be riddled with beuracrcy in order to ensure that public funds are well accounted for. Although it is to increase accountability, beurarcy works to slow down the pace of development.
Strategic opportunities
- Partnering with research facilities to develop organic remedies.
The royal botanical gardens have medicinal plants. However they are not generating revenues for the royal botanical gardens. The organization has the opportunity to partner with a research firm and probably grow the ingredients for them. Organic medicine has a rapidly expanding market especially among vegans. The royal botanical garden is a recognized research Centre and this would form an excellent revenue stream opportunity.
- repositioning and efficiency
This involves analyzing the financial statements of the organization and identifying areas that are generating a surplus and maximizing on them. Additionally, areas of inefficiency are identified and remedial measures taken or the whole operation scrapped. Alternatively new ideas that can result in an efficient operation are identified. Repositioning efficiency will require scrutiny of the budgets against the actual performance. There are some vital functions that cannot be done away with owing to their impotence. However there are ingenious ways that can be found to ensure that losses from such crucial operations are mitigated against
- Strategic partnerships
With globalization now a common phenomenon worldwide, royal botanical gardens needs to engage with more strategic partnerships to maximize on the opportunities the present. Apart from research firms and universities, opportunities the areas that the organization can leverage on are the tourist market and probably the movie industry. Tourists to Ontario should include the botanical gardens on their itinerary. The movie industry would give the botanical garden the much-needed exposure and renewed interests that will spurn attract new members.
- New technologies
Royal botanical gardens need to adopt new technologies for to increase awareness and generate income. For instance, the royal botanical gardens can have an online 3D application that allows users to access some parts of the gardens online. A small fee will be charged to facilitate this. The new normal of social distancing after the corona virus will require that organizations leverage on technology more. The gardens should consider making facilitating for botanists in a faraway country say Asia have a virtual tour of the facility.
- Succession planning
Being an organization that largely depends on volunteers, there is a great need to invest in succession planning. This is more so in the board of governors and top level managers. This will ensure continuity of the vision and adherence to the laid down strategic plan. The posterity of the organization is heavily reliant on the ability of the organization to seamlessly transition between leadership. Planning in advance will enable the incoming managers identify with the vision of the incumbent while creating visions of their own
- Learning opportunities
The facility needs to create a curriculum where children can learn during the holidays. The current generation of children is fixated in devices and if care is not taken, the percentage of young people wanting to be famers will significantly decline in future. Although learning programs exist, there is no program that follows up the development of the children s they grow up. Innovative ways to foster the interest and gardening are vital.
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