Strategic Plan | 2023-2025

2023-2025

STRATEGIC PLAN

Saving, Studying, and Sharing Land, Water, and Habitat

WHERE HAVE WE BEEN?

Land conservation efforts have been underway in the Willistown area for over 40 years. A satellite program of Brandywine Conservancy, formed in 1979, was known as the Willistown Area Conservation Program. With the encouragement of the community and key local conservation leaders, Willistown Conservation Trust (WCT) became an independent, community based land trust in 1996 with a committed and active Board of Trustees.

Using the Crum, Ridley, and Darby Creek watersheds as a boundary guide, WCT’s traditional program area encompasses 28,000 acres in Chester County and portions of Delaware County, and is located approximately 20 miles west of Philadelphia. Despite tremendous growth pressures that have converted many neighboring communities into vast tracts of sprawl development, the WCT program area still remains largely an oasis of green space.

Successful land conservation and stewardship paved the way for major growth within the organization. Since its founding, WCT has grown to include a suite of activities focused on science, stewardship, education, and community engagement. In addition to Land Conservation and Land Stewardship, these core activities include Bird Conservation, Community Farm, Watershed Protection, and Outreach and Education. This holistic approach to conservation explores the connections among land, birds, habitat, agriculture, and water, and educates the public on these connections.

Our land protection and stewardship efforts have been focused on the Willistown area; however, our work has a regional and national impact on conservation.

WILLISTOWN CONSERVATION TRUST BY THE NUMBERS

7,500 ACRES CONSERVED

278 ACRES OF PUBLIC PRESERVES AND 37.5 MILES OF TRAILS

30,000 POUNDS OF FOOD GROWN ANNUALLY AT RUSHTON FARM

SINCE2010,18,570SONGBIRDS OF103SPECIES WERE BANDED AT THE RUSHTON WOODS BANDING STATION

56 MONTHLY WATER CHEMISTRY SAMPLES COLLECTED

OVER 3,000 PEOPLE REACHED ANNUALLY THROUGH PROGRAMS, EVENTS, AND VOLUNTEERING

WHERE ARE WE GOING?

Over the next three years, as our land protection efforts thrive and new opportunities in our traditional program area diminish, we anticipate a growing emphasis on habitat conservation and restoration, education and community outreach. Within these conserved lands, we will use our growing body of research in bird, water, and agroecology to inform best practices and engage with the community to educate and inspire an ethos of conservation and care of our land, waters, and habitat where wildlife thrives. In addition, we will identify and consider land protection and conservation opportunities outside of our traditional program area that fulfill service gaps in surrounding communities and meet vital conservation needs, as we interact and collaborate with new communities and organizations.

We will continue to be a robust organization that is well established, broadly supported, and attracts leaders at the forefront of the conservation field. Our science-based programs will contribute research to inform conservation priorities and best practices on a regional, national and international scale. We will attract a diverse group of staff, Trustees, and volunteers who are deeply committed to the mission of WCT and bring a variety of perspectives, skills, and experiences to our work. We will offer robust community and educational programs that attract a wide swath of participants. We will use our established expertise and connections for the conservation benefit of communities outside our traditional area of focus.

KEY PLANNING ISSUES

As WCT staff and Trustees began the strategic planning process, we faced several circumstances that were not present in any previous planning: naming a new Executive Director as the founder stepped aside; the continuing and unpredictable impact of COVID-19; a racial reckoning locally and nationally, with the environmental conservation sector examining its own role in social justice; and the completion of the Campaign for Rushton Woods Preserve by year-end 2022.

With the assistance of the nonprofit consultant group Schultz and Williams, a consulting firm for nonprofit organizations, staff and Trustees collectively worked to identify the key planning issues to be addressed for a successful transition to the next chapter of the organization’s development. Through a series of surveys, interviews, and retreats we identified the following key planning issues: Core Activities; Identity, Brand, and Community Engagement; Organizational Culture and Operations; Diversity, Equity, and Inclusion; Financial Sustainability; Governance. Small working groups composed of both staff and Trustees were formed to develop draft goals for each key planning issue. These groups met over a series of months between 2021-2022.

KEY INSIGHTS

• Both Trustees and staff emphasized that the staff is WCT’s greatest strength; staff members are highly regarded for their expertise and commitment to fulfilling WCT’s mission.

• Staff identified internal communications, departmental silos, and unclear roles and responsibilities as significant internal challenges.

• The Board identified the smooth transition to a new Executive Director as a top priority, positioning WCT for continued growth and success.

• Staff and Trustees agree that image and public awareness are key issues for WCT to address in long-range planning, impacting community engagement and fundraising.

• Both Trustees and staff identified fundraising and financial sustainability as a top internal challenge and critical priority for planning.

• Brand awareness, peer competition for donors, and increased land development/threats of development were noted by staff and Trustees as the greatest external threats to WCT.

• Staff and Trustees agree that equity and inclusion are key values at WCT.

• Core activities create a suite of unique assets that make WCT distinctive, but allocation of funding and resources varies.

• Educating and engaging the public in advocacy for land protection and conservation was raised as a critical area for expansion to consider in long-range planning. Building new audiences, locally and regionally, will not only further WCT’s mission but have a broader impact on the health of the planet.

• At a Board retreat, Trustees affirmed their fiduciary duty and their role in maintaining a strategic vision for WCT.

WHAT GUIDES US?

THE NEED

In an era of rapidly declining species, habitat loss, threats to biodiversity, major storm events, frequent flooding, food insecurity, population growth, and increased housing development, the need for conservation has never been more urgent. Conserved lands and open space provide climate resilience, protect vulnerable habitats and species, support ecological integrity, and foster community connection.

MISSION

WCT’s mission is to preserve and manage the open land, rural character, scenic, recreational, historic, agricultural, and natural resources of the Willistown area and nearby communities, and to share these unique resources with people of all ages and backgrounds to inspire, educate, and develop a lifelong commitment to the land and the natural world.

VISION

SAVE | We envision a community where nature thrives and people are connected with and inspired to care for the land, water, and wildlife for generations to come.

STUDY | We strive to foster knowledge and responsibility for the lands we occupy.

SHARE | We seek to share the joy and endless opportunities the natural world generously offers with all who wish to engage and to make nature a comfortable and welcoming refuge for all.

CORE ACTIVITIES

Activities in land protection, land stewardship, bird conservation, community farm, watershed protection, and outreach and education represent our integrated approach to conservation.

HABITAT

LAND

WATER BIRDS

FARM

OUTREACH & EDUCATION

LAND PROTECTION

Land Protection leads the ongoing effort to preserve additional open space by means of conservation easement donations to WCT, fee acquisition of open space, and strong partnerships with other conservation organizations and various government entities.

GOAL 1

Protect an additional 300 acres, including at least one of the top five highest priority Redline Properties, subject to issues beyond our control.

GOAL 2

Establish at least one new public preserve.

GOAL 3

Evaluate land preservation opportunities in surrounding communities where there may be unmet conservation needs.

GOAL 4

Evaluate and improve existing conservation easements that result in net conservation gains, such as the reduction in the number of Acceptable Residential Locations (ARLs) and better habitat protection, and encourage the process of easement assignments in our focal area from Brandywine Conservancy to WCT.

GOAL 5 GOAL 6

Maintain relationships with state, county, and township agencies and other public funding organizations to position WCT to be a strong candidate for funding of fee acquisition preservation projects and engage in advocacy efforts that promote the legal and policy interests of the broader land conservation movement.

Ensure compliance with Land Trust Alliance (LTA) Standards and Practices and stay abreast of legal issues pertaining to IRS and Federal oversight of conservation easements.

GOAL 7

Encourage trail easement provisions with new conservation easement donors and establish a publicly accessible, continuous trail corridor with an emphasis on connectivity between preserves and other public open spaces.

LAND STEWARDSHIP

Land Stewardship manages WCT’s conservation easements and works with landowners, other conservation organizations, and government entities to promote and practice the sound stewardship of the natural resources found within the WCT program area.

GOAL 1

Sustain the intent, integrity, and perpetuity of WCT’s conservation easements through the objective interpretation and enforcement of conservation easement terms and provisions and via the integration of established LTA Standards and Practices for Accredited Land Trusts.

GOAL 2

Employ best management practices at WCT’s preserves and facilities to protect, maintain, and enhance their ecological, scenic, educational, and recreational resources for maximum environmental and public benefit.

GOAL 3

Use the Habitat at Home program to educate, engage, and inspire action among local residents, HOAs, and other institutions in habitat restoration and land management practices.

Enhance the ecological integrity, public accessibility, and educational opportunities at WCT’s nature preserves, starting with projects outlined in the Rushton Woods Preserve Master Plan, and expanding to develop master plans for all WCT preserves.

Maintain WCT facilities — including the White Farm House, the Rushton Conservation Center, the Okehocking Barn, and the main office — for staff safety and comfort, public access, and community enjoyment.

BIRD CONSERVATION

Bird Conservation oversees a suite of interrelated projects and activities that contribute to goals in bird research, habitat preservation and enhancement, and education and engagement, with the overarching objective of conserving and recovering bird populations on local, regional, national, and international scales.

GOAL 1

Continue Bird Banding at Rushton Woods

Preserve and Farm as follows: spring and fall songbird migration banding, summer breeding banding as a participant in the nation-wide MAPS program, and fall northern saw-whet owl migration banding, as part of Project Owlnet.

GOAL 2

Serve as a key partner in the Northeast Motus Collaboration by maintaining the existing network of receiving stations, serving as a mentor to other regions in North, Central, and South America and the Caribbean, and by developing research projects that inform critical bird conservation measures.

GOAL 3

Continue the longstanding bird population monitoring program and use the annual historical data to provide a useful assessment of trends in our area.

GOAL 4

Continue to provide both experiential education and community engagement opportunities through the various activities centered around the Rushton Woods Banding Station and the Rushton Conservation Center including student internships and research projects, volunteer training, public banding days, banding workshops, visits from school groups and other conservation organizations, lectures, and mentorships.

GOAL 7

Contribute to the Habitat at Home program, by connecting with and educating private property occupants on the use of native plants, the importance of shrub-scrub habitat, and other aspects of natural habitat.

GOAL 8

Continue to enhance breeding success through the Backyard Bird Box Program, the maintenance of Preserve bird boxes, and the expansion of chimney swift towers and purple martin nesting sites at Rushton.

GOAL 5

Continue to contribute to regional, national, and international conferences, with a focus on bird conservation and habitat restoration.

GOAL 6

Use the Rushton Woods Master Plan as a guide and model and collaborate with Land Stewardship to enhance WCT’s preserve management practices to better manage our preserves for wildlife, particularly birds, with an emphasis on long-term sustainability.

GOAL 9

Seek additional ways to use our knowledge and skills to create “on the ground” bird conservation programs through habitat preservation, including research on eastern towhees and shrubscrub habitat, and research on bobolinks, eastern meadowlarks, and grassland habitat.

COMMUNITY FARM

Community Farm models sustainable agricultural practices and promotes the values of fresh local produce, conserved land, and natural resources to a broader community. The integrated agro-ecological practices employed at the farm, the effective use of conserved land, diverse educational programming, and research opportunities make Rushton Farm an important part of the Chester County food system.

GOAL 1

Maintain a CSA membership base of approximately 100 families while producing over 140 varieties of vegetables and fruits on six acres of land, and produce revenue to support costs associated with operations.

GOAL 2

Uphold the Rushton Farm Internship Program and continue to train students (typically 3 annually) to tend land and grow food, recognize the basic principles of agro-ecology, and serve as ambassadors for agro-ecology and land conservation.

GOAL 3

Deliver high impact educational, community outreach programs and research opportunities promoting the importance of sustainable agriculture and its relationship with surrounding ecosystems.

GOAL 4

Donate at least 3,000 pounds of excess or specially grown produce annually to local food banks, with Henry’s Harvest Garden as the center of this Share the Bounty program.

GOAL 5

Strengthen our network of local farms and producers through our public programs and educational events where farmers, landowners, and community members can gather to learn and collaborate.

WATERSHED PROTECTION

Watershed Protection understands, improves, and maintains water quality in the Ridley, Crum, and Darby Creek headwaters and beyond through: scientific research, science informed restoration, education, and outreach.

Watershed Protection (WP) works with partner organizations, landowners, and the broader community to raise awareness of threats to water quality in the headwaters of the Ridley, Crum, and Darby Creeks, with the long-term goal of improving water quality in our region and for our downstream neighbors.

GOAL 1

Continue our long-term, high frequency water quality monitoring, with a goal of improving water conditions for all downstream users, human or otherwise. Continued monitoring will also help measure the impact of restoration and best management practices (BMPs). Data collected by the Watershed Protection team as well as community science volunteers will be used in an effort to inform all other goals.

GOAL 2

Pursue restoration projects identified through scientific assessment in an effort to improve water quality of the program area. Restoration priorities will continue to be identified based on water quality data collected, and will be implemented through partnerships with other watershed groups, municipalities, and landowners.

GOAL3

Continue to educate with a scientific aim (i.e. training the next generation of watershed scientists through the ANS/Drexel co-op program, training community scientists to collect and share data, etc.). This goal will focus on the training and apprenticeship of college and university students as well as recruiting and engaging community science volunteers through the Darby Creek Community Science Monitoring Program.

Educate and build community (i.e. general education events focused on watershed literacy, youth education, webinars, general stream walks, etc.) to improve scientific and watershed literacy for all ages, and engage with stream-side landowners, municipalities, neighborhoods and youth. In coordination with the Land Protection and Land Stewardship Departments, work to incorporate watershed-specific BMPs into easement relationships and recommendations.

Pursue diverse grant opportunities, including foundation, state, and federal grants, as well as setting fundraising goals to support the ongoing work of the WP. WP staff will work to identify additional resources to support both current operations and future restoration projects. In coordination with the Development Department, WP will investigate the possibility of establishing an endowment fund to support the continued success of the department.

OUTREACH & EDUCATION

Outreach and Education efforts instill in participants of all ages and backgrounds a deeper understanding of nature and inspire a life-long commitment to the conservation of land and the preservation of our natural resources, through immersive, experiential “in the field” teaching of WCT’s integrative approach to conservation.

GOAL 1

Continue to provide rich educational programming to the Willistown community and beyond by using WCT’s preserves and the Rushton Conservation Center (RCC) as a classroom for the community, connecting people to our state-of-the-art programs (and staff) in community farming, bird conservation, land protection, land stewardship, and watershed protection.

GOAL 2

Develop comprehensive programming for adults that combines in-field experiences with lectures to foster environmental literacy in the community. Work to develop relationships in new communities, and consider additional family programming following community needs or trends in environmental education (e.g.,naturebased wellness and mindfulness programs).

GOAL 3

Provide engaging educational content from each of our Core Activities through a variety of communication channels including print, email, website, blog, social media, and the press. Virtual programs will continue to be offered as a way to connect with the larger community and with greater accessibility.

GOAL 4

Continue to provide multi-disciplinary internship opportunities to college and graduate level students. Standardize the recruitment and hiring practices across departments and expand efforts to recruit from a diverse pool of colleges and students.

GOAL 6

Continue to provide educational opportunities for children K-12. Foster relationships with new and existing public and private schools, with a focus on students in grades 4-12. Formalize the Rushton 360 field trip offering, high school volunteer opportunities, and develop appropriate fee structure. Continue to offer Rushton Nature Keepers, a premier environmental education program, to youth ages 8-12.

GOAL 5

Maintain existing academic partnerships with institutions such as Drexel University, the Academy of Natural Sciences, University of Pennsylvania, Villanova University, and more. Explore further opportunities with the immense number of colleges and universities in the Greater Philadelphia area. Continue to utilize WCT’s nature preserves as field study sites for academic researchers.

GOAL 7

Continue the Education Strategic Planning work that was started in 2019 to guide WCT’s wide array of education activities and to help strategize the future of WCT’s education efforts.

ORGANIZATIONAL MANAGEMENT AND CAPACITY BUILDING

With the assistance of the nonprofit consultant group Schultz and Williams — a consulting firm for nonprofit organizations — staff and Trustees collectively worked to identify the key planning issues to be addressed for a successful transition to the next chapter of the organization’s development. Through a series of surveys, interviews, and retreats, we identified the following key planning issues: Identity, Brand, and Community Engagement; Organizational Culture and Operations; Diversity, Equity, and Inclusion; Financial Sustainability; Governance. Small working groups composed of both staff and Trustees were formed to develop draft goals for each key planning issue. These groups met over a series of months between 2021-2022. The following goals contribute to organizational management and capacity building.

Identity, Brand, & Community Engagement

Organizational Culture & Operations

Diversity, Equity, & Inclusion

Financial Sustainability Governance

Identity, Brand, & Community Engagement

The working group focused on evaluating the alignment between WCT’s identity with its mission as well as the marketing and messaging that shape WCT’s image. As a result, we will do a deeper dive into our brand and our presence in and beyond our local community in order to update our external identity to reflect our unified mission.

GOAL 1

Establish WCT’s brand as mission-focused, cohesive, inspirational, and impactful through careful evaluation of the WCT mission statement, organizational name, logo, and related materials.

GOAL 2

Develop meaningful relationships with a diverse group of supporters, volunteers, and other constituents in order to connect people with and be inspired to care for the land and waters of our region.

GOAL 3

Ensure that WCT is well-known, engaged with, and broadly supported by the regional community through enhanced communications and marketing efforts.

Organizational Culture & Operations

The working group focused on evaluating the mechanics of how WCT operates and the culture that creates among staff and board so that WCT attracts, retains, and develops the diverse talent needed to implement its strategic plan and deliver its mission. As a result, we will improve communication throughout the entire organization and with the Board to proactively collaborate, share resources, and identify opportunities in order to create a strong foundation for our programs and community outreach.

GOAL 1

Invest in building a collaborative, strengths-based, and teamoriented culture that values questions, diverse perspectives, and continuous learning.

GOAL 2

Ensure WCT has the needed staff skills and capacities to execute the strategic plan, and provides an equitable, flexible, and inclusive work environment that promotes work/life balance and employee satisfaction.

GOAL 3

Invest in strategic board recruitment and board development, so that board members are fully informed and effectively engaged to help achieve the mission of WCT.

GOAL 4

Ensure lines of communications, oversight, and authority are clearly identified and routinely acknowledged.

Diversity, Equity, & Inclusion

The working group focused on building on WCT’s commitment to weave Diversity, Equity, and Inclusion (DEI) into the fabric of our organization at all levels. As a result, we will put our DEI statement into action in order to welcome a more diverse group of people to share our love of nature.

GOAL 1

Build internal capacity to develop new skills and competencies, create an environment where people can productively talk about issues related to DEI, and develop equitable systems internally and externally.

GOAL 2

Develop inclusive messaging, outreach, and opportunities for a diverse group of people to feel welcome and get involved with WCT.

GOAL 3

Develop programs and opportunities to engage with more diverse organizations, schools, and community groups in neighboring areas for educational programming and volunteer opportunities. Uphold inclusive language and communications, an internal culture that embraces diversity, and seek opportunities that lead to authentic collaborations with a diverse group of mission-aligned organizations and people.

Financial Sustainability

The working group focused on ensuring WCT has a reliable and diverse source of funds (earned, contributed, investment revenue) for operations and for growth. As a result, we will monitor our financial health and create a development strategy that will build an understanding and awareness among staff and Board, and help them confidently engage in fundraising to broaden our donor base and create a more robust foundation of support.

GOAL 1

Build and maintain the financial health, systems, and infrastructure needed to implement the strategic plan and deliver the mission.

GOAL 2

Raise the necessary funds through the Annual Fund, Major Gifts, Planned Giving, Corporate Giving, and Fundraising Events, to achieve WCT’s goals and ensure our long-term financial security.

Governance

The working group focused on building the Board of the future for WCT while maintaining the strategic vision. As a result, we will maintain and recruit, as needed, a diverse group of Trustees who contribute their time, talent, and support to WCT and invest in board training and engagement.

GOAL 1

Recruit a diverse group of Trustees both passionate about the WCT mission and capable of providing strategic leadership and financial oversight.

GOAL 2

Support and mobilize the Board of Trustees so that they are fully informed and passionately engaged in their governance role.

GOAL 3

Build and maintain a strong partnership among the board, management staff, and board committees and provide appropriate forums for collaboration.

LAND ACKNOWLEDGEMENT

The work of Willistown Conservation Trust takes place on the ancestral lands of the Lenni Lenape. We honor the Lenape and other Indigenous caretakers of these lands and waters, the elders who lived here before, the Indigenous today, and the generations to come. We acknowledge the Lenni Lenape as the original people of this land and their continuing relationship with their territory. In our acknowledgment of the presence of Lenape people in their homeland, we affirm the aspiration of the great Lenape Chief Tamanend, that there be harmony between the Indigenous people of this land and the descendants of the immigrants to this land, “as long as the rivers and creeks flow, and the sun, moon, and stars shine.” As we enjoy and protect the beauty of Willistown and surrounding areas, we cannot forget its original inhabitants and how their way of life echoes throughout the conservation of this land and its natural resources. While we preserve the land we must also preserve its history and the history of the Indigenous people. By sharing their story with the community, and working with local Native American organizations including the Lenape Nation of Pennsylvania, we can hope to ensure that their legacy lives on with the land.

CONTRIBUTORS

STAFF

Todd Alleger

Molly Clark

Aaron Coolman

Sue Costello

Mike Cranney

Fred de Long

Michelle Eshleman

Alison Fetterman

Blake Goll

Eliza Gowen

Julie Graham

Noah Gress

Chelsea Heck

Erik Hetzel

Andrew Kirkpatrick

Lisa Kiziuk

Kelsey Lingle

Lindsay Martin-Carlson

Lauren McGrath

Monica McQuail

Anna Willig

BOARD OF TRUSTEES

Timothy B. Barnard, Esq.

Clarke Blynn

Michael Burg, Esq.

Bryan D. Colket

Richard Eales

Kate Etherington

Kimberley H. Galligher, VMD

Meg Tegler Hardesty

Alice E. Hausmann

Elizabeth C. Hucker

Mark T. Ledger

Lindsay Scott Leisenring

Michael J. McGraw

Linda I. McIsaac

Leanne M. McMenamin

Silenia Rhoads

John F. Stoviak, Esq.

Matt Taylor

Justin N. Thompson

Rick Warden

Jason D. Weckstein, PhD

James L. Van Alen II

Jeanne B. Van Alen

Alejandro Zozaya

PHOTOGRAPHY

Jennifer Mathes

Justin Thompson

PARTNERS

Schultz & Williams

The Nonprofit Center at LaSalle University