CONSERVATION LEGACY
STRATEGIC PLAN
IMPACT, INCLUSION, AND INNOVATION: 2020–2022
Letter from the Board Chair August 1, 2022 | As Board Chair, I am excited to present Conservation Legacy’s Strategic Plan. It represents the values of the organization and our commitment to providing high quality, innovative, and impactful work that supports our world today and for future generations. TABLE OF CONTENTS: 1 Letter from the Board Chair 3 Executive Summary 4 Mission, Vision and Values 5 Programs 6 History 7 Strategic Goals 8 Impact 9 Diversity, Equity and Inclusion 10 Innovation 11 Federated Model 12 Sustainability We are grateful for the work of the Strategic Plan Steering Committee during the process of creating the 2020-2022 Strategic Plan. Conservation Legacy Board Members: Loretta Pineda, Chair Benjamin Tuggle, Vice Chair Lisa Norby, Secretary Ashley Hansen, Treasurer Butch Blazer CJ Goulding Johnathan Hall Wayne Hubbard David Muraki Karen Rudolph 1
Our direction was generated through an intense, year-long environmental scan, including surveys and interviews with Conservation Legacy’s key internal and external stakeholders. I am proud of how Conservation Legacy board members, staff, members, and supporters choose to tackle difficult goals and grateful that our partners have embraced taking on those challenges. In the upcoming years you will see Conservation Legacy as a leader in our field—increasing the presence of historically underrepresented populations among corps, facilitating an adaptable, innovative and entrepreneurial work style, and in our use of technology.
A lot has changed in our world since we adopted this plan. Throughout those changes, this plan has still served as a critical guide over the last two years and we are proud of our progress. We have continued this work successfully throughout a global pandemic and are proud to have stayed true to our goals of increasing the presence of underrepresented populations among Corps, facilitating adaptive, innovative and entrepreneurial work styles and in supporting people to make a positive impact in our parks, open spaces, and climate. We look forward to wrapping up this plan in the final year, while the board and staff concurrently sets a new plan for 2023-2026. Our daily work shows both immediate results and sets the foundation for long-term positive impacts on the health of our lands, air, water, and community. Please join us in progressing this exciting work and, through it, leave your own legacy of environmental stewardship. Sincerely,
Loretta Pineda Board Chair Conservation Legacy
"IF YOU’RE GOING TO LIVE—LEAVE A LEGACY. MAKE A MARK ON THE WORLD THAT CAN’T BE ERASED.” - Maya Angelou
2
CONSERVATION LEGACY STRATEGIC PLAN
EXECUTIVE SUMMARY
Raising the bar on impact, inclusion and innovation Conservation corps have long been based on strong traditions, deep care for our environment, and the unique opportunity to grow and learn through outdoor experiences. The 2020–2022 Strategic Plan honors this foundation while recognizing if we are to achieve our shared vision, we must adapt to meet the pace that our climate and our cultures are changing. As one of the top conservation corps in the country with a strong reputation among partners for high-quality programs and trusted teams, Conservation Legacy is uniquely poised to develop and empower the next generation of conservation leaders. We invite you to read this plan, offer your ideas, and engage with us in shaping the future of Conservation Legacy and of our outdoor and recreational environments. Working together can we leave a legacy of healthy lands, air, and water, thriving people, and resilient communities! 3
The 2020-2022 Strategic Plan raises the bar for Conservation Legacy nationwide by:
► Achieving nationally recognized results and impact in environmental stewardship and member development (including personal growth and career development opportunities). ► Ensuring our team and members will have engaged leaders within its staff, service members, and board who reflect the diversity of this country, driving and inspiring us to be more open and responsive to the cultural changes in our communities. ► Establishing a culture of innovation so Conservation Legacy is at its’ core always committed to continuous improvement and the benefits of adaptive change. These goals will be achieved as we concurrently build our internal support systems necessitated by our past growth and future impact goals, including:
► Continuing to implement the federated model, allowing for stronger infrastructure to support local affiliates, stronger brand recognition, and deeper national impact. ► Focus on long-term sustainable funding, including diversifying funding opportunities to match the unique needs of national, regional, and local initiatives.
CONSERVATION LEGACY STRATEGIC PLAN
MISSION, VISION, & VALUES Conservation Legacy engages future leaders who protect, restore, and enhance our nation’s lands through community-based service. Conservation Legacy began with the belief that everyone in our communities can add value and enrich the lives of all who live there, and that through connecting people to an outdoor environmental stewardship experience, we can enhance that sense of civic responsibility and personal leadership. Our mission is inspired by a shared vision—a legacy of healthy lands, air, and water, thriving people, and resilient communities.
Both mission and vision are underscored by the following operating values: ● ENGAGE THE POWERFUL LEADERSHIP OF THE NEXT GENERATION We honor the expertise, energy, and commitment of young people by maintaining an unwavering commitment to welcoming work environments where everyone may live authentically. ● CENTER INCLUSIVITY AT THE CORE OF OUR DIVERSITY AND EQUITY WORK Through intentional and equitable inclusion of diverse perspectives, backgrounds, and lived experiences in our daily work, we grow in our understanding, compassion, and creation of innovative solutions to the challenges we face. ● BELIEVE IN HEALING PEOPLE BY HEALING THE LAND The natural environment is a unique source of healing and resiliency for individuals and communities. We are committed to learning from the land on which we work and the greater landscapes and cultural histories surrounding us. ● PRIORITIZE COMMUNITY FIRST. Our work only moves forward in community with one another, among our teams, and with local and natural communities where our work takes us. We prioritize listening first to the values and needs of local communities, members, and partners as we build relationships. ● KNOW SERVICE IS OUR PATH TO A BETTER FUTURE. Hands-on work in service to our land fosters a sense of purpose in our lives while instilling both humility and confidence. Service work builds crucial leadership skills and creates bonds among diverse populations that strengthen our commitment to justice, equity, and reducing human impact on our changing climate.
4
CONSERVATION LEGACY STRATEGIC PLAN
PROGRAMS
Conservation Legacy has nine key programs that engage youth, young adults and veterans from 15 locations nationwide. In addition to these programs, Conservation Legacy manages signature program models such as the Veterans Fire Corps. Projects are identified, developed and implemented locally and there is oversight and alignment with key areas that can be shared including risk management, quality assurance, finance and administration.
Current Program and Project Locations
● Program Location ● Project Location
Program Locations: ● ANCESTRAL LANDS Acoma Pueblo, Hopi, Zuni, Navajo and Albuquerque, New Mexico
● ARIZONA CONSERVATION CORPS Flagstaff, Tucson and the White Mountains
● APPALACHIAN CONSERVATION CORPS Harrisonburg, Virginia
● CONSERVATION CORPS NEW MEXICO Las Cruces, New Mexico ● CONSERVATION CORPS NORTH CAROLINA Raleigh, North Carolina
5
● SOUTHEAST CONSERVATION CORPS Chattanooga, Tennessee ● SOUTHWEST CONSERVATION CORPS Durango and Salida, Colorado ● STEWARDS INDIVIDUAL PLACEMENTS Durango, Colorado and Beckley, West Virginia
HISTORY 1998
Southwest Youth Corps (SYC) founded in Durango, Colorado.
2001
Youth Corps of Southern Arizona (YCOSA) founded in Tucson, Arizona.
2002
Appalachian Coal Country Team begins through federal partnerships in Appalachia.
2006
SYC and YCOSA merge; renamed as Southwest Conservation Corps (SCC).
2008
Ancestral Lands is established.
2011
Environmental Stewards program is established at SCC.
2013
Southeast Conservation Corps established. Ancestral Lands Navajo program begins.
2014
Conservation Legacy is created. Coconino Rural Environment Corps and SCC Tucson merge into Arizona Conservation Corps. Ancestral Lands begins programs in Albuquerque, New Mexico.
2015
Stewards Individual Placement Program begins nationwide programming. Ancestral Lands Zuni programming begins.
2016
Appalachian Conservation Corps begins. Ancestral Lands Hopi program begins.
2017
Conservation Corps New Mexico begins.
2019
Conservation Corps North Carolina begins.
6
CONSERVATION LEGACY STRATEGIC PLAN
STRATEGIC GOALS GOALS:
Our intense work led to five strategic goals to support our aspiration for Conservation Legacy to be even more nimble, innovative and deeper as an organization in terms of both our core environmental stewardship competencies and our efficacy in working with youth and other individuals and communities. Our five strategic goals are:
► IMPACT ► DIVERSITY, EQUITY AND INCLUSION ► INNOVATION ► FEDERATION ► SUSTAINABILITY
PERFORMANCE MANAGEMENT:
We track our performance on a monthly dashboard that records 11 Key Performance Indicators (KPI) tied to our strategic goals as well as monthly financial reports and analysis. Reports are provided to the Conservation Legacy’s board members, key committee members, and staff to support efficient management of our mission. A sample of our key metrics are included below:
7
CONSERVATION LEGACY STRATEGIC PLAN
IMPACT
Conservation Legacy will be recognized nationally for exemplary results in environmental stewardship and member development.
CONSERVATION LEGACY HAS “grown up” in dynamic local service across the country, allowing each program to develop a local emphasis and adapt to local needs and opportunities. This strategic planning process has given us time to take stock of those variations and to look critically at the consistencies— and the individualities—of how we have interpreted the same mission and vision for greater impact.
When successful, Conservation Legacy will be able to articulate our compelling story of impact at the local level where we meet unique community needs and at a broader scale across all of our programs.
"COLLABORATIVE, EMPOWERING, EFFECTIVE. A HUGELY IMPACTFUL EXPERIENCE WITH TANGIBLE RESULTS." -2019 Project Partner 8
CONSERVATION LEGACY STRATEGIC PLAN
DIVERSITY, EQUITY, INCLUSION Conservation Legacy members, staff, and Board are reflective of what our country looks like.
"BEING WITH PEOPLE OF ALL DIFFERENT BACKGROUNDS EXPOSED ME TO IDEAS AND ASPECTS OF LIFE I HAVE NEVER EXPERIENCED."
-2019 Program Participant
9
AS CONSERVATION LEGACY, we fully embrace diverse voices and backgrounds in enriching the human experience, building community, and as the pathway to successfully achieve our mission and vision. When successful, we will have engaged members, leaders and board members who reflect the diversity of this country, driving and inspiring us to be ever more open and responsive to the cultural changes in our communities.
CONSERVATION LEGACY STRATEGIC PLAN
INNOVATION
Conservation Legacy will have an established culture of innovation.
LINKED TO OUR CORE strengths in localized customization and adaptability, Conservation Legacy seeks to create a higher-level center that interacts elastically with local adaptation, resulting in truly groundbreaking thinking and practices. When successful, Conservation Legacy will create a unified culture of innovation across the organization, reflected in our conversations and investments from the board through all levels of leadership to regional member activities.
"[THIS WAS] THE PERFECT BALANCE OF GUIDANCE AND THE FREEDOM TO PURSUE PROJECTS AT MY OWN DISCRETION."
-2019 Program Participant
10
CONSERVATION LEGACY STRATEGIC PLAN
FEDERATION
Conservation Legacy will have fully transitioned to a federated identity and supported infrastructure. AS A HEALTHY organization, we value reviewing and improving the ways we work together. Following years of significant growth and programming in new geographies, we are committed to system and process alignment, providing a stronger foundation for communication, service delivery, and operational efficiencies and effectiveness. When successful, Conservation Legacy will realize significant fiscal and operational efficiencies, improve our risk management, and bolster inter-connectedness across the entire organization while maintaining the autonomy, local decision-making, and success already established by local corps.
"CONSERVATION LEGACY BRINGS NATIONAL AND REGIONAL LEVEL KNOWLEDGE TO THE TABLE, PROVIDING INVALUABLE COLLABORATION."
-2019 Project Partner
11
CONSERVATION LEGACY STRATEGIC PLAN
SUSTAINABILITY
Conservation Legacy will establish criteria and capacity to identify and secure sustainable revenue through partnerships that align with our mission and vision.
CONSERVATION LEGACY IS an established leader in the field of environmental stewardship through our corps team and individual placement models. We continually seek opportunities for revenues and investments that enable us to have an even greater impact on the environment. When successful, we will continue to maintain our existing partners while fostering new partners and supporters who align with our mission, vision, and values and who share our commitment to sustained investment of time and resources necessary for change.
"CONSERVATION LEGACY'S MISSION AND GOALS DOVETAIL WITH OURS— WE VALUE OUR RELATIONSHIP." -2019 Project Partner
12
