Strategic Plan 2016-18
In February 2016 the Board of Directors updated the priorities and goals of our strategic plan, reflecting a refinement of our priorities and goals, not a wholesale shift in priorities. Our vision, mission and core values were reaffirmed. The refinement recognizes changes in community values, the evolving relationships of people and nature, and acknowledges that community partnerships play an increasingly significant role in promoting conservation. As we encourage the next generation of conservationists, this plan bolsters our core work, reaching back through four decades of protecting, enjoying, and caring for land in West Michigan.
We envision a vibrant West Michigan with natural areas preserved for future generations.
Our mission is to help people protect, enjoy, and care for natural land in West Michigan.
Our work is grounded in the past: Our understanding and respect for our region’s natural history informs how we protect and care for our land and water.
Our work reflects the best of the present: As a nationally-accredited land trust, we use best practices and collaborate with partner organizations and communities to fulfill our mission with integrity.
Our work is inspired by the future: We are forward-thinking and passionate about preserving natural areas to enhance the quality of life in West Michigan for future generations.
1. Implement community conservation project with strategic partners in Greater Grand Rapids – to protect land and water resources, demonstrate the relevance of conservation, and increase our visibility.
We will initiate conversations with local partners to develop criteria, identify a parcel, and launch a project.
2. Expand engagement by utilizing nature preserves and protection projects.
We will grow the diversity and number of those engaged in conservation through our protection and stewardship activities. Preserves will feature improved access, education, and volunteer opportunities. Land protection projects will feature expanded partnerships, public engagement, and support.
3. Communicate compelling stories and messages that raise visibility and invite participation and support.
Through events, partnerships, and multiple print and electronic media channels, we will better connect with supporters and the public as we promote the importance of conservation to our quality of life.
4. Build the financial strength and sustainability of the Land Conservancy.
We will expand the base of active supporters, increasing support from individuals, business and foundation partners, and attention to planned giving and long-term funding.
5. Build organizational capacity.
We will continue to develop multiple revenue streams in order to invest in staff, education, and technology that support our work. Directors will intentionally cultivate diverse community connections.
This plan requires regular progress reviews and refinement of priorities and goals to maintain our mission and strategy focus and to push the boundaries of our thinking outward.