My Turn: Time to Modernize — and Democratize — Bridge of Flowers GovernanceBy John F. Sendelbach
Shelburne Falls
The Bridge of Flowers is one of Western Massachusetts’s most beloved public treasures: a 400-foot living garden that draws tens of thousands of visitors each year, supports local tourism, and embodies the region’s history and natural beauty. Yet the way this public asset is governed remains stuck in the past.
For decades, the Bridge of Flowers has been managed by a subcommittee of a private membership organization. There are no public elections, no term limits, no open meetings, and no formal mechanisms for public input. Decisions affecting a publicly owned landmark are made by a small, self-perpetuating group operating largely behind closed doors. Meeting minutes, when they exist, are not readily accessible. Records of key deliberations are effectively unavailable.
This is not modern stewardship of a public resource. A garden of this scale and prominence does not require an insular volunteer structure exercising unchecked authority. A professional, part-time steward — funded by grants, accountable to the Fire District that owns the bridge, and selected through an open process — would provide better oversight, transparency, and continuity. Alternatively, the Fire District could bring management in-house or establish an open advisory board with rotating membership, public meetings, and clear accountability.The risks of the current structure are not theoretical. Recent examples under long-term leadership highlight the need for change.
At the August 2025 ribbon-cutting ceremony — a once-in-a-generation event following a $3.2 million renovation — the absence of a basic PA system meant speeches were drowned out by street noise. Hundreds gathered to celebrate, yet speakers who had worked hard on their remarks were demoralized, knowing their words could not be heard. It was an avoidable failure that diminished a major community moment.
Even more concerning were horticultural decisions during the renovation. The use of 100% organic matter as planting soil is a fundamental error for a garden of this stature, leading to compaction, poor drainage, and long-term plant decline. As a Cornell graduate in floriculture and ornamental horticulture with four decades of experience in landscape design and build, I can say this is not a matter of opinion — it contradicts established best practices. Now embedded beneath irrigation systems and infrastructure, correcting it would require a costly and disruptive overhaul — likely at taxpayer expense — with no apparent plan or funding in place.
This is not about any single incident. It is about structural design flaws: private control of a public asset, entrenched leadership without term limits, absence of transparency requirements, and no meaningful accountability to the community the bridge serves. When governance lacks basic democratic safeguards, even well-intentioned volunteers can make decisions that appear arbitrary or biased — and the public has no effective way to correct course.
Reform is overdue. Dissolve the current subcommittee and replace it with a modern, inclusive model. Hire a professional steward accountable to the Fire District. Require open meetings, published minutes, term limits, and clear pathways for public participation. Return the dedicated volunteers to their true passion — caring for the plants — while professionalizing governance. The bridge belongs to everyone — not to a private group.
As someone who contributed to the bridge for years, including the River Bench and Pothole Fountain, (with the Black Stones memorial added to my design by mason Paul Forth to represent his mixed-race children and promote inclusion), I also have a forward-looking proposal: the Ghost Frame Trolley Trellis. Inspired by Benjamin Franklin’s steel “ghost structure” in Philadelphia, it would be an exact-scale trellis replica of the historic trolleys that once crossed the bridge — placed partway across for shade and visual impact. Vines (morning glories for quick coverage, then perennials) would create a living historical feature tied directly to the valley’s transportation heritage. It would be grant-fundable, low-maintenance, and a distinctive draw for visitors.
The Bridge of Flowers deserves governance as thoughtful and forward-looking as the garden itself. Transparency, professionalism, and public accountability are not radical ideas — they are the minimum standards for managing a shared civic treasure.
John F. Sendelbach is a Shelburne Falls artist, horticulturist, and former contributor to the Bridge of Flowers.
