From Concept to Cultivation: Operationalizing a Premier Public Garden

Integrating landscape operations, staffing phasing, and facility lifecycle requirements into the master planning process.

CSR worked with a county government on an ambitious nearly 100-acre public garden, helping translate a high-level design vision into a functional, staff-ready institution. The engagement integrated horticultural operations, staffing, infrastructure, and facility requirements directly into the master planning process. 

ABOUT CSR

What makes us different?

• We bridge the gap between architectural design and long-term landscape stewardship.

• We supplement owner capacity by providing deep expertise in horticultural staffing and facility lifecycle management.

• We prioritize “Day 1” execution, ensuring technology, equipment, and personnel are synchronized before the gates open.

THE SITUATION

A nearly 100-acre county government public garden needed to move beyond high-level design concepts and establish the operational systems, staffing structure, facilities, and infrastructure required to function successfully from opening day.

The project presented four primary challenges:

• Operational Disconnect: The design needed to be “stress tested” to ensure the landscape vision could realistically be maintained within horticultural capabilities and local budget constraints.

• Facility Adjacencies: Guest arrival sequences and back-of-house logistics needed to work together without creating long-term operational friction.

• Staffing Scalability: The organization lacked a structured recruitment and retention roadmap for specialized horticultural talent within the regional labor market constraints.

• Equipment & Infrastructure: Technical specifications were needed for specialized facilities, including the maintenance yard and educational “Dirty Labs,” to support daily operations.

ONGOING STRATEGIES

• Functional Optimization: Defined "Dirty Labs" with moving partitions and slop sinks to support education programs and future flexibility.

• Infrastructure Readiness: Optimized Maintenance Yard for electric fleet charging, fire access turnaround, and delivery logistics.

• Phasing Model: Established a 3-year initial ramp-up to mitigate recruitment risks and ensure staff are trained prior to grand opening.

• Technology Integration: Implemented electronic ticketing and check-in to minimize the physical footprint of the Visitor Center.