Strategic Goals
A. Protect our Heritage: the land, the people, and ways of life.
- Protect 15,000 acres of working farms, watershed lands and natural areas by 2010, increasing the pace and productivity of our conservation work.
- Be a local and national model for innovative and effective planning and acquisition services for landowners, communities and local governments.
- Promote the continued viability of our agricultural and maritime industries.
- Encourage the preservation of historic structures and sites.
- Conduct our work in a way that promotes the cultural and economic diversity of Long Island communities and encourages the creation of work force housing.
B. Build connections between people, communities, and the land.
- Develop and provide education programs about conservation in general, the role of PLT, and the land we have protected. Target these programs for children, students, professionals, donors, clients, landowners, and public officials.
- Provide multiple ways for people to access protected land – trails, web site, interpretive opportunities, etc.
- Involve staff, board, and volunteers in new ways to reach out to the community and to increase the visibility of the organization and our work.
- Create a coordinated, organization-wide volunteer program with assigned staff responsibilities.
C. Become the leader in our region for stewardship of natural resources.
- Provide exemplary land management and stewardship services for landowners, communities, and government that serve as models and are economically and environmentally sustainable.
- Renovate and restore the Shellfisher Preserve mariculture facility to establish a cooperative venture by 2007.
- Provide an active stewardship presence, program, or center in at least six locations in our service area by 2010.
- Educate others in the use of sound land management and stewardship practices.
- Increase the number of land restoration projects.
- Operate a conservation facility that is completely “off the power grid.”
- Manage every aspect of our work and operations in a conservation-minded way.
D. Build a solid financial foundation to assure the future of our mission.
- Build a “donor centric” organization in which board, staff, and volunteers cultivate relationships that are necessary to the success of our mission.
- Effectively engage our Trustees Council, President’s Council, board and staff in fundraising activities.
- Double the number of financial supporters by 2010 (increase our base of support by an average of 15% per year, based on 2003 annual gifts).
- Build an Endowment Fund of $50 million by 2015 to help fund our annual operating budget each year. Raise $25 million by 2010 and an additional $25 million by 2015.
- Build a fund of $200 million by 2015 for land acquisition. Raise $100 million by 2010 and an additional $100 million by 2015.
- Identify and implement innovative business ventures and profit centers, consistent with our mission, to generate revenue.
E. Build a dynamic organization, true to its core values, to meet the opportunities and challenges of the future.
- Embrace change and strive for excellence in all that we do.
- Develop an organizational culture where opportunities are provided for staff to influence the process of change.
- Evolve as one organization in a number of strategic locations.
- Integrate both information and communication systems for all locations.
- Develop a coordinated, organization-wide internship program.
- Provide staff training and development that encourages mentoring and provides opportunities for professional and personal growth.
F. Become a national and local leader in defining and promoting public policy agendas consistent with our mission and core values.
- Formulate positions on public policy issues.
- Educate and inform the public about these issues.
- Meet regularly with public officials at all levels to further our public policy goals.
- Build coalitions of diverse interests to achieve consensus on public policy issues.
Adopted by the Board of Directors: March 21, 2005