The Chief Learning Officer (CLO) position was created in the fall of 2024 as part of developing the Garden’s next 5-year strategic plan. That plan will focus almost entirely on the Garden’s four mission pillars—Conservation, Research, Exhibition and Education. The Garden is widely recognized as a national leader in the first three of these mission pillars. However, we lag behind the best public gardens in the nation with respect to education, due mostly to the impact the COVID pandemic had on nearly all of our educational programming. The Garden is now poised to become a national leader in education and has sufficient resources (both human and financial) to invest in the following areas in order to be recognized as a national leader by 2035. (A more detailed listing of the Garden’s goals in the next 5 years is available.
The Garden has made a commitment to becoming a national leader among public gardens in education in the following areas by 2031:
The CLO will lead and expand the Garden’s education department and will also serve as the newest member of the Garden’s “C suite” leadership team. The CLO will play a key role in developing the Garden’s next strategic plan, and will work closely with the officers of the Board of Trustees, and other members of the Board.
The CLO will also be a member of the Garden’s 14-person senior management team, which collaboratively implements all aspects of the Garden’s operations, planning, and budgeting. While being primarily responsible for the leadership of the Education department, the CLO must also develop a strategic understanding of all aspects of the Garden’s mission and operation, and work seamlessly with the senior leadership team in managing the overall operation of the Garden.
Essential Duties
Starting at: $166,500.00
Requirements
Equipment Used
Typical office equipment.
Scope of Authority
Review, negotiate, sign and enforce contracts under direction of the Executive Director. Create and enforce policies and procedures as needed.
Financial Authority
Overall responsibility for assigned budgets. Authority to approve expenditures up to amount determined by Executive Director.
Internal Communication
Frequent interaction with all Garden employees and members of the Board of Trustees.
External Communication
Frequent communication with vendors and partners.
Working Conditions
Potential for tight deadlines or time periods of high workload may require additional hours. The noise level in the work environment is usually minimal. Must be able to walk, sit, stand, stoop, kneel, bend, see, hear, speak, read and type. Manual dexterity and the ability to lift up to 10 pounds required. Reasonable accommodations may be made, when necessary and feasible, to allow a qualified individual to perform essential job functions.
Diversity, Equity, and Inclusion
Desert Botanical Garden is an Equal Opportunity Employer and considers all applicants without regard to race, religion, color, sex, gender identity and/or expression, sexual orientation, marital or parental status, age, national origin, veteran status, disability, or any other status protected by law.
The Garden fosters and supports workplace diversity, equity, and inclusion to honor the unique perspectives, experiences, and contributions of all, to celebrate successes, and to cultivate individual and institutional excellence.
All employees will help add to the Garden’s diversity and fully embrace it.
This job description is not intended to be an exhaustive list of all duties, responsibilities, and deliverables of the role. This is not a contract and should not be viewed as such. Other duties may be assigned by supervisor and/or his/her/their designee.
The Chief Learning Officer (CLO) position was created in the fall of 2024 as part of developing the Garden’s next 5-year strategic plan. That plan will focus almost entirely on the Garden’s four mission pillars—Conservation, Research, Exhibition and Education. The Garden is widely recognized as a national leader in the first three of these mission pillars. However, we lag behind the best public gardens in the nation with respect to education, due mostly to the impact the COVID pandemic had on nearly all of our educational programming. The Garden is now poised to become a national leader in education and has sufficient resources (both human and financial) to invest in the following areas in order to be recognized as a national leader by 2035. (A more detailed listing of the Garden’s goals in the next 5 years is available.
The Garden has made a commitment to becoming a national leader among public gardens in education in the following areas by 2031: