Conserving Long Islands Working Farms and Natural Lands

Strategic Goals


A. Protect our Heritage: the land, the people, and ways of life.

  1. Increase the pace of our conservation work by protecting more working farms, natural lands, and watershed areas.
  2. Excel as a regional and national leader for innovative and effective conservation planning and acquisition for landowners, communities, and municipalities.
  3. Promote the viability and vitality of Long Island's agricultural and maritime industries by creating new tools to counter the loss of affordable land and housing.
  4. Protect historic sites, structures, and other resources that contribute to community character.
  5. Execute our work in ways that support the cultural and economic diversity of Long Island communities and promote the creation of work force housing. 

B. Build connections between all people, diverse communities, and the land.

  1. Conduct educational programs about conservation, the role of the Trust, and the land we have protected.
  2. Provide multiple opportunities for people to experience the land as an essential element of their lives.
  3. Empower our staff, Board, and volunteers to be messengers of the Trust's mission.
  4. Enhance the volunteer program in order to engage the community and to extend the work of the Trust.
  5. Expand and strengthen coalitions with other organizations to further our mission.

C. Become a regional leader for the stewardship of land and natural resources.

  1. Provide land management and stewardship services that are economically and environmentally sustainable.
  2. Optimize stewardship at all of our preserves by developing and implementing strategic management plans, including land restoration.
  3. Increase effectiveness of our stewardship centers and evaluate need for additional locations.
  4. Develop and share sound land management and stewardship practices that serve as models for others.
  5. Operate all Trust facilities in an energy efficient manner.
  6. Manage every aspect of our work and operations in a conservation-minded way -- reduce, reuse, recycle whenever possible.
  7. Educate ourselves about the impact of climate change on the work we do and adapt accordingly.

D. Build a solid financial foundation to assure the future of our mission.

  1. Maintain a “donor centric” organization in which Board, staff, and volunteers cultivate relationships that are necessary to the success of our mission.
  2. Effectively engage our Trustees Council, President’s Council, Board and staff in fundraising activities.
  3. Increase the number of annual fund donors by 15% per year.
  4. Identify and implement innovative/entrepreneurial business ventures and profit centers, consistent with our mission, to generate revenue.
  5. Expand our donor base to reflect changing demographics in our community.
  6. Formalize a planned giving program.


E. Perpetuate a dynamic organization, true to its core values, to meet the opportunities and challenges of the future.

  1. Embrace change and strive for excellence in all that we do.
  2. Establish additional opportunities for staff to influence the process of change.
  3. Acquire a building or land to establish a permanent central office.
  4. Develop a coordinated, organization-wide internship program.
  5. Conduct staff and Board training and development that encourages mentoring and offers opportunities for professional and personal growth.
  6. Encourage diversity of Board, staff, and volunteers to reflect changing demographics.

F. Define and promote public policy goals that further our mission and core values.

  1. Analyze public policy issues and formulate positions and strategies.
  2. Educate and inform ourselves, our constituents, and the general public about these issues.
  3. Meet regularly with public officials at all levels to further our public policy goals.
  4. Build new coalitions of diverse interests to achieve consensus on public policy issues and strategies.

Originally adopted by the Board of Directors on March 21, 2005. Updated and adopted by the Board of Directors February 2015.