Trustees 2017 Strategic Plan March 2007 Contents

2 Background

5 How Many Acres Need to be Saved

8 GOAL A: Focus and accelerate our land protection efforts.

10 The Conservation Suite or “Symphony” – When it All Works Well

12 GOAL B: Engage and mobilize people and a broad range of partners to advocate and act for conservation.

14 The Engagement Cycle

21 Language for a Green Future

22 GOAL C: Through exemplary stewardship of our properties and conservation restrictions, lead by example and demonstrate the importance of conservation to Massachusetts and beyond.

26 GOAL D: Be one of the best conservation organizations in the country.

32 Outcomes in Ten Years THE TRUSTEES OF RESERVATIONS S

1 T R A T E G I C P L A N 2 0 1 Acknowledgments 7 We take great pride and pleasure in presenting this strategic plan, Additionally, the Task Force conducted numerous discussion which will guide the efforts of the organization over the next ten sessions to solicit input and feedback from The Trustees’ staff, years. We have enjoyed being a part of the process and want to the Board of Directors, the Advisory Council, and its Corporate express our appreciation to the many people who have contributed Trustees.We are especially grateful for the thoughtful comments their valuable time, shared their expertise, and offered advice and that so many people provided and which ultimately shaped this counsel during this planning process. Leading the way was a ﬁnal document. Strategic Planning Task Force: A special thanks goes to Paul Horovitz, who helped us frame the VOLUNTEERS STAFF process and facilitated several of our planning sessions. Finally, the David D. Croll, CO-CHAIR Ann F. Powell, CO-CHAIR Task Force could not have completed its work without the critical Thomas H. Nicholson Stephen Sloan assistance of two staff members: Miriam Meyer Scagnetti, Strategic Edward H. Ladd Peter J. Pinciaro Planning Assistant, and Vin Antil, our GIS Manager. Rebecca Gardner Campbell Melanie Ingalls Margaret E. Steiner Chris Rodstrom Thanks to the thoughtful participation of all of these people and F. Sydney Smithers, EX-OFFICIO Andrew W. Kendall, EX-OFFICIO their many hours of work on behalf of the plan, we are conﬁdent Lynn W. Lyford, EX-OFFICIO that The Trustees of Reservations will continue to be one of the PROJECT MANAGER leading conservation organizations in Massachusetts and the country. Lisa Vernegaard

The Task Force drew upon the advice of many internal and outside experts and opinion leaders, including:

James L. Bildner Marc D. Draisen Nicholas W. Noon F. Sydney Smithers Andrew W. Kendall Frederick S. Breimyer Douglas I. Foy Julia B. O’Brien CHAIRMAN OF THE BOARD PRESIDENT Cornelia W. Brown Peter C. Frumhoff Arleen O’Donnell Lynn E. Browne Andrew R. Gottlieb Augusta Perkins Stanislaw William Brumback Stephen B. Jeffries James Stergios Lalor Burdick Brian M. Kinney John E.Thomas William C. Clendaniel Kevin Knobloch Herbert W.Vaughan John W. Delaney David Lewis Robert L. Zimmerman, Jr. John DeVillars Mindy S. Lubber ©R.CHEEK For 116 years,The Trustees of Reservations have been preserving for public use and enjoyment properties of exceptional scenic, historic and ecological value in Massachusetts and working to protect special places across the state. This remains our mission. THE TRUSTEES OF RESERVATIONS S

3 T R A T E G I C P L A N 2 0 1 Background The Challenge 7 For 116 years,The Trustees of Reservations have been preserving Today, Massachusetts faces an urgent challenge. Land is being for public use and enjoyment properties of exceptional scenic, developed and open space fragmented at a rapid pace, far in historic and ecological value in Massachusetts and working to excess of the rate of population growth. Land that is already protect special places across the state.This remains our mission. protected is not necessarily being well-cared for. As a result, the ecological and cultural fabric of Massachusetts is deteriorating We have grown from a small band of visionary volunteers who and the public health benefits associated with natural areas are founded the organization in 1891 to a complex organization with increasingly at risk. Our climate is changing because of the significant 180 year-round employees who are led by a recently streamlined increase in carbon dioxide and other heat-trapping emissions. Left volunteer governance structure and supported by over 40,000 unchecked, the impacts of climate change will seriously impact our members. We care for 96 properties which comprise over 23,000 properties and the Massachusetts landscape and coastline. Put acres and we monitor 285 Conservation Restrictions protecting simply, we are losing the special places that define our communities another 16,700 acres. Having grown membership 113% and added and contribute to our quality of life. fifteen reservations over the past ten years, we are one of the most active members of the conservation community in Massachusetts. Time is short. The decisions about unprotected land will, in large measure, be made in the next 20 years. In this same period, the impacts from climate change will begin to take a serious toll if greenhouse gas emissions are not reduced significantly. We must also manage the scenic, historic, and ecological features of the places that have already been “protected;” if we don’t, many of the things we value about our protected areas – their biodiversity, their ability to help provide clean drinking water and clean air, their community-defining features – will be lost.

Unfortunately, many people are disconnected from the land and from their communities. They do not understand the problems or recognize the urgency. Those who do are too few in numbers, so there is insufficient pressure on state and local government to respond adequately. S THE TRUSTEES OF RESERVATIONS T 4 R A T E G I C P L A N 2 0 1 7 Meeting the Challenge While we have been successfully pursuing our mission, our current We have just completed the largest fundraising campaign ever pace and approach will not adequately address the magnitude of the carried out by a conservation organization in Massachusetts.We current challenge. Another 5,000 acres saved will not make a dent have launched the Putnam Conservation Institute to encourage in the million or more acres deserving of protection. Even if we cooperation and joint action among the members of the conserva- doubled the rate of our direct land protection, we would have lost tion community and to provide training in best practices.We have the battle. Another green building will not alone address the magni- begun to reach out to new audiences and have just entered into a tude of the problems associated with climate change. historic affiliation with the Boston Natural Areas Network (BNAN). In many ways, we have already begun to prepare for the road ahead. To meet these challenges,we must change our approach while remaining true to our mission.We must utilize all available tools, The environment for this new approach is improving. Much locally- our expertise, and our momentum to scale up and leverage our driven conservation is being generated, largely but not entirely, by impact.We must actively facilitate and support the efforts of our the adoption of the Community Preservation Act (CPA) by towns partners, local communities, and individuals who are tackling these across the Commonwealth. New federal tax incentives for conser- challenges.We must increase the pace and urgency of our efforts. We vation are in place (at least through 2007) and there is a growing must learn new ways of working together and effectively speaking call for updated zoning and for new patterns of growth that up for conservation. Most important, we must engage many, many encourage protection of green space. Finally, with a change in more people to advocate and act for conservation at all levels. administration on Beacon Hill, we can renew our efforts to convince our state’s leaders to give higher priority to the cause We are well positioned to do this. Charles Eliot founded The Trustees of conservation and stewardship. on the premise that people and land are interconnected and that natural and cultural landscapes play a key role in supporting a healthy society. This premise – as relevant today as it was in 1891 – empowers us to take a comprehensive approach to “landscape” and people’s relationship to it. THE TRUSTEES OF RESERVATIONS S

5 T R A T E G I C P L A N 2 0 1 Our Vision HOW MANY ACRES 7 Over the next ten years,The Trustees of Reservations will have NEED TO BE SAVED? engaged an extensive network of people to carry out land The Massachusetts conservation community has agreed that conservation and stewardship at the local, regional, and statewide approximately 1.5 million acres of unprotected land are valuable level. Because of our efforts and our partnerships, we will have for conservation, and thus deserving of protection.This land includes achieved four overarching outcomes: productive farmland, wildlife habitat, drinking water supplies, recreational greenways and trails, historic sites and scenic areas throughout I Together with our conservation partners, we’ve helped preserve Massachusetts. Unprecedented changes are needed in the way the hundreds of thousands of additional acres that are vitally impor- Commonwealth approaches land use, development, and conservation tant to our quality of life, our communities, our cultural heritage, funding; otherwise, protecting this land will take 40 years or more. and our state’s ecology. [SEE SIDEBAR ON RIGHT.] Roughly one third of the 1.5 million acres is difficult to develop I Working with the Massachusetts conservation community we 1 – either too remote or physically constrained – and thus is less are contributing to a high standard of stewardship of protected threatened in the near future. While it is still important to protect lands across the state. these lands, higher priority should be given to protecting the million acres which face more immediate threat. I A critical mass of the Commonwealth’s population views conserved landscapes and landmarks as essential to our Even at an accelerated pace of 25,000 acres per year, the quality of life and is actively working toward strong 2 conservation community and the Commonwealth would be conservation outcomes across the state. able to protect only 250,000 acres over the next 10 years. It would take 40 years to protect one million acres. I Massachusetts is at the forefront of action in addressing

climate change. Non-proﬁt organizations, led by the L CONTINUED ON NEXT PAGE conservation community, are working with the public sector and the business community to promote sustainable practices in all aspects of society. S THE TRUSTEES OF RESERVATIONS T 6 R A T E G I C P L A

N To put this into context: from FY2001 through FY2006, about 2 0

1 3 7 18,000 acres per year were protected by the Commonwealth of Massachusetts at an annual cost of $38 million. An additional 3,700 Pursuing Our acres per year were protected by conservation restrictions held by municipalities and land trusts. At the average cost of the land acquired by the Commonwealth over the past two fiscal years, Vision: Our Plan protecting 25,000 acres would cost about $100 million. In order to make a real difference, we must find new ways to use our tools and expertise. We must harness our momentum and To put these figures in perspective, New Jersey, which is similar build upon past successes to accomplish much more – faster. 4 in size to Massachusetts but a third larger in population, has Although we have always accepted help from people committed protected 430,000 acres over the past eight years, 54,000 acres per to our mission, we have focused first on resource protection and year. In 1998, New Jersey voters approved a referendum that authorized visitor use and enjoyment. We have been pro-active in seeking a $1.2 billion bond, specifically funded by a portion of the state’s financial support but not in seeking the full involvement of our sales tax, to finance a greatly accelerated program of conservation. members, our visitors, and the broader public in our work.The Massachusetts would need to match or exceed that level of relationship between protecting land and engaging people has commitment to achieve a million-acre conservation goal within looked something like this: 20-25 years, rather than 40 years.

Over the past 15 years,The Trustees have protected about 5 1,500 acres per year through a combination of acquisition of land and conservation restrictions and direct assists. If we increase our pace by one-third, our direct conservation goal would be 2,000 acres/year or 20,000 acres over the next 10 years. At a cost of $3,000-$5,000 per acre, including gifts and bargain sales, we would need $6-$10 million in capital annually to sustain this rate of protection by The Trustees. If we can reach and sustain that level, and our colleagues can accelerate their efforts as well, we should be able to leverage much greater investment in conservation by state and municipal governments, as New Jersey and a few other states have done. THE TRUSTEES OF RESERVATIONS S

7 T R A T E G I C P L A Going forward, we must be more pro-active in engaging people and I A strong role for partnerships – both traditional and N 2 0 1 in putting them to work for conservation in many different ways. non-traditional. 7 The relationship between protecting land and engaging people must I be brought into balance. New models of stewardship and conservation utilizing volunteers.

I A greatly expanded role as advocates at both the local and state levels.

I Outreach to diverse audiences.

I A commitment to being “green” in everything that we do and sharing our green strategies with our members and visitors.

I Respect for our past. As we adopt new approaches, we must continue to nurture our core strengths in protecting both historic and natural resources and providing ways for our visitors to connect with them.

These fresh avenues will require a collaborative approach among Trustees’ staff and new working relationships between staff and volunteers.This plan will require all of us to learn new behaviors and will put a premium on effective communication.

In order to implement these new approaches, we propose four The new approach must include: goals, three of which are aligned with organizational divisions (Land Conservation, Education and Outreach, and Field Operations). I New ways to engage people and new understanding throughout We have chosen to do this because it provides clarity. However, our organization that success depends upon motivating thousands reaching the goals will require extensive teamwork across divisions; more people to become involved in our work. this integrated approach will be critical to our success. I New practices that leverage our properties to advance conservation at the community level by demonstrating model practices of conservation and stewardship. ©T.KATES Goal A Focus and accelerate our land protection efforts. THE TRUSTEES OF RESERVATIONS S

9 T R A T E G I C P L A Accelerating our land conservation work will rely on a suite of Establish new reservations that will N 2 0

| 1 traditional and innovative approaches, ranging from the establish- A 2 engage the interest and participation of 7 ment of new reservations, assisting others with their protection a substantial number of new visitors.These will efforts, and advocating for increased protection by local and state government. include: (1) reservations to serve population

[SEE PAGE 10 FOR A FULL DESCRIPTION OF LAND CONSERVATION TOOLS.] centers directly, (2) “destination” reservations in less-populated areas that will draw many visitors A |1 Increase our assistance to commu- from the surrounding region, and (3) “proxy” nities and the Commonwealth to reservations where, through speciﬁc agreements catalyze their ability to adopt and achieve and partnerships, we provide staff or programming ambitious conservation goals. without owning the property.

ACTIONS While we will continue to seize opportunities and accept reserva- A. Contribute to the development of a uniﬁed, broadly supported tions that meet our established criteria (including adequate funding) statewide land conservation and stewardship vision and action plan we will focus our efforts on establishing new reservations that will that incorporates The Trustees’ priorities. engage the greatest number of people.

B. Assist communities in formulating open space plans that ACTIONS are consistent with The Trustees’ conservation vision. A. Refine the “opportunity set” of specifically identified exceptional properties and develop strategies for their protection. C. Provide direct financial or in-kind assistance to state and municipal conservation projects that help to achieve our mission B. Establish new reservations in targeted areas and bring them and priorities. on-line with a program designed to maximize their visitation and engagement potential. S THE TRUSTEES OF RESERVATIONS T 10 R A T E G I C P L A N 2 0 1

7 THE CONSERVATION SUITE OR “SYMPHONY,”– WHEN IT ALL WORKS WELL

The Trustees and our affiliate, the Massachusetts Land Conservation in a community. They may also involve participation in community- Trust (MLCT), have a number of tools and approaches available for directed campaigns for speciﬁc acquisition, for municipal open space conserving land in priority areas. bonds or to support passage of the Community Preservation Act.

Direct conservation techniques include: gifts, bargain sales, and Stewardship of our reservations and our conservation restrictions is purchases of land and conservation restrictions, planned giving what sets us apart from most other conservation organizations and techniques, and pre-acquiring properties on behalf of state agencies land trusts. Moreover, our ability to engage a wide range of people in and municipalities. We strongly encourage gifts and bargain sales, these efforts, while maintaining high standards of resource protection, both of which provide federal income tax advantages. When The gives us leverage in working with partners. Trustees purchase land, it is to create or enhance a public reservation or to protect a nearby property.

Pre-acquisition of land and restrictions for state agencies and municipalities is responsible for the majority of our “conservation assists.”

Planned giving techniques include a “remainder interest with a reserved life estate” and a bequest or, properly, a “devise” of a property. Landowner outreach and education is often effective in building trust, identifying and motivating potential donors of conservation land or restrictions, and helping landowners consider alternatives to development.

Community-based conservation involves outreach and capacity building at the local level.These activities are often the key to raising awareness and to building a foundation for conservation S E T A K . T © THE TRUSTEES OF RESERVATIONS S

11 T R A T E G I C P L A

By applying the full suite of our land Secure and enhance our existing N 2

| | 0 1 A 3 conservation tools, work to protect A 4 reservations. 7 networks of signiﬁcant greenspace in well- Our reservations can come under threat when adjacent or nearby chosen priority areas. development is proposed and can be seriously compromised when development occurs without regard to the larger, natural and To have maximum impact and to use limited resources most recreational setting. effectively, we must carefully focus our land conservation efforts in areas where threat, opportunity, and capacity intersect.These areas ACTIONS typically encompass extensive unprotected landscapes and offer opportunities to engage people in their protection and stewardship. A. Work proactively to permanently protect our most important critical lands.“Critical lands” are those adjacent and nearby ACTIONS properties important to the integrity, character, and effective stewardship of our reservations. A. Adapt our existing models of community-based conservation to additional priority areas. [SEE PAGE 10 AND GOAL B|6 FOR MORE B. On high-priority critical lands with land use controversies, DISCUSSION ON COMMUNITY-BASED CONSERVATION.] including impending development, work to minimize or mitigate impacts to our property and the larger landscape. B. Assist in the protection of natural corridors that link the green space network together and that provide community access to C. Establish and employ a system of annual communication valuable green space. with owners of top priority critical lands. C. Using various techniques, including land banking, secure interim D. At reservations that are part of a larger network of protected protection of signiﬁcant properties, holding them until permanent land, such as Copicut Woods, work cooperatively with other protection by us or others can be funded and arranged. owners to maximize the collective conservation value of the surrounding green space network. D. Undertake projects with non-traditional partners, such as developers and religious or educational institutions; carefully evaluate their success, and modify our approach accordingly. ©M.JOHNSON Goal B Engage and mobilize people and a broad range of partners to advocate and act for conservation. THE TRUSTEES OF RESERVATIONS S

13 T R A T E G I C P L A Two fundamental approaches will lead us to success. First, we must ACTIONS N 2 0 1 mobilize our existing base: those people who already align them- 7 A. At properties that have the potential to connect and engage selves with our mission.These are our members, our visitors, our large numbers of people in our conservation effort, upgrade and partners, and our donors. Second, while this group can be a powerful integrate stewardship, visitor services, programs and interpretation force in advancing a conservation vision, those speaking out for to deliver a clear and compelling message of mission and vision. conservation need to be much larger in number to have the impact Offer a mix of programs to appeal to a variety of audiences and a we desire.Thus, we must create a greatly expanded base of people developmental path from ﬁrst encounter to member to volunteer who will advocate and act for conservation.The strategies that to donor to leader. follow encompass both of these approaches. B. At medium-engagement properties, deploy available resources Use our reservations to engage more ACTION A | to implement as much of [ABOVE] as possible. Focus B 1 people in conservation. publicity to raise awareness of protected land in helping preserve quality of life in the community. Our reservations provide countless opportunities for connecting C. people to place.Through place-based education at these properties, At low-engagement properties, provide and maintain consistent we will offer opportunities for people to gain a greater connection baseline services, including way-ﬁnding signage, bulletin boards, trail to the natural and cultural features of their communities. In addition maps, information about the individual property and our network to “walks and talks” and other traditional programs, we will empha- of properties. Use strategic partnerships to increase awareness of size a variety of activities that allow people to participate directly our role in the community and increase volunteer support for caring for these properties. in the care of a place. [SEE PAGE 13 FOR FURTHER INFORMATION ABOUT THE TRUSTEES’ ENGAGEMENT CYCLE.] D. Train staff and volunteers to deliver clear organizational messages and provide excellent customer service.

[SEE PAGE 28, GOAL D, STRATEGY D| 2 FOR AN EXPANDED DISCUSSION ABOUT TRAINING.] S THE TRUSTEES OF RESERVATIONS T 14 R A T E G I C P L A N 2 0 1 7 THE ENGAGEMENT CYCLE

In 2003,The Trustees officially added “education” to our charter and articulated a major, new aspiration: converting visitors into Trustees members and stewards of special places across the Commonwealth. Web Site, Magazine, PR In doing so, we embraced a profound idea: that engaging many more people in our work is an essential arning about The T Le rust opens the doo ees strategy for land conservation in the 21st century. Highland Communities Initiative r ing Putnam Conservation Institute ct Great Stewardship ne Workshops / Conferences n Great Maps o ts But how do people become conservationists? What , C is E ConservationCommon.org g iv n Property Visits in t j r c le o A a y does it take to get them – and keep them – engaged Solution Summits o s d a Signature Events t r b n s l e e t e w o M e over the course of a lifetime? , o r x g p e p n a e i m l n E i r i z i e a a r t n i T o c I (from outdoor e A developmental progression n s

experience to curiosity, to wanting to do something, It all begins with to wanting to be a part of something greater than enjoyable experiences

oneself, to standing up and making a difference); and m C

a o on our properties... r t g i i n v n g n i a o n t l i i e t o I to move that development o a i a t An array of ‘tools’ Internships n d t s s e e t t r Volunteer Activities o o p u along (interesting places to visit; material to read; r q a e Historic House Tours c t o Management Planning t n t I s d Walks & Talks things to do; ways to volunteer; networks of Committee a e Volunteer Leadership l Interpretive Signs like-minded people; opportunities to build skills, Displays ﬁnd your voice, and lead). Pl Podcasts ace- elp peo based programs h Self-guided Tours ple ge in see deeply and enga The cycle gives us a framework for developing our successful action program and outreach strategy, checking our progress, Community Supported Agriculture and evaluating our impact. Quests Community-mapping Projects It underlines the interconnectedness of stewardship, Oral history projects education and land conservation in our new strategic direction, and shows how we can protect the quality of life in our communities by broadening the base of people who care. THE TRUSTEES OF RESERVATIONS S

15 T R A T E G I C P L A Develop and implement integrated Work through Boston Natural Areas N 2 0

| | 1 B 2 grassroots organizing and capacity-building B 3 Network (BNAN) to preserve, expand 7 efforts to support community-based conservation and improve Boston’s open space. in selected areas. Since 1977, BNAN has been working to preserve community gardens, greenways, and urban wilds in Boston through community ACTIONS organizing, acquisition, ownership, programming, development and A. Expand the service area of the Highland Communities Initiative management. In 2006,The Trustees of Reservations and BNAN to nearby communities to build their capacity for conservation. entered into an affiliation to leverage each organization’s strengths and to expand the voice for urban open space conservation and B. Undertake an integrated approach of awareness, education, stewardship in Boston and across Massachusetts.The following advocacy, and land conservation (based in part on the actions highlight initial steps that the two organizations will take Highland Communities and Westport examples) to advance towards implementing this goal. community-based conservation in other regions of the state. ACTIONS

A. Support BNAN to achieve its strategic plan at an accelerated pace, including:

I Expand stewardship and protection of Boston’s Urban Wilds by implementing the recommendations in BNAN’s Urban Wilds Report; examples include: 1. Establish an Urban Wilds Citizen Council to bring together residents, elected officials and public agencies to develop strategies for protecting, and caring for, Urban Wilds.

2. Centralize data management for the Urban Wilds and use this information to facilitate collaboration among various city and state agencies to improve conservation and stewardship. S THE TRUSTEES OF RESERVATIONS T 16 R A T E G I C P L A N I Continue conservation efforts of Boston’s Neponset River Through the Putnam Conservation 2 0

1 | 7 and East Boston greenways through to completion. B 4 Institute (PCI), strengthen the capacity

I Develop consistent organizational and physical infrastructure of land trusts, other organizations, communities, for all Boston community gardens to enable healthy gardening and individuals who are working to protect opportunities. Massachusetts’ natural and cultural landscapes

I Develop innovative land management partnerships with state and landmarks. and the city parks and conservation agencies to ensure that Boston’s open space is preserved and maintained at a higher ACTIONS level than it is today. A. Use PCI’s convening, networking, and training functions to

I Evaluate, document and share BNAN’s conservation and support organizations and communities that are working to achieve stewardship models both internally and with other organizations local and statewide conservation goals. that are working to accelerate urban conservation in other B. Establish the “ConservationCommon” website to create a parts of the state. virtual meeting place for the conservation community, where participants can: share knowledge and experience; easily ﬁnd B. Leverage the existing capacity of the affiliate partners to information about various land conservation and management engage more people in the conservation effort. topics; and connect to other individuals and organizations involved in conservation work. I Connect BNAN constituents to The Trustees programs, and Trustees members to BNAN programs, enabling participation in a broader range of conservation and stewardship activities.

I Build culturally, racially and economically diverse support for conservation in order to expand volunteerism and strengthen advocacy efforts in Boston and across the state.

C. Work through BNAN to develop a new major project that signiﬁcantly advances conservation and stewardship of Boston’s open spaces. ©K.MCMAHON

B |5 Expand and strengthen our outreach ACTIONS tools to convey a clear and compelling A. Invest in a state-of-the-art website to engage members and message of who we are and what we do, and visitors, educate the public, broaden the community within which we work, and support the efforts of a wide range of grass-roots build broad-based awareness of the value of land/preservation activists. conserved lands in preserving quality of life in our communities. B. Develop editorial proﬁles and audience targets for each publication we produce and deliver a clear, consistent and “Outreach” at The Trustees entails a myriad of tactics including compelling message to each audience that inspires action informal discussions between staff and visitors, interpretive pro- and engagement. gramming at our properties, articles in newspapers, on-property C. signage, information on our website, and in our magazine. Many of Provide training to staff, board, committee members and these tactics are described elsewhere.The following actions provide key property volunteers to broaden ‘the voice’ for conserva- examples of how we can use outreach tactics to better engage tion; develop opportunities for them to speak on behalf of people in our work. the organization and the mission.

D. Focus our publicity and marketing efforts to increase members, volunteers, donations, and conservation advocacy. S THE TRUSTEES OF RESERVATIONS T 18 R A T E G I C P L A N Strengthen our advocacy efforts to D.

2 Work with Massachusetts Audubon,The Nature Conservancy, 0

1 | 7 B 6 improve conservation policy through The Trust for Public Land, the Environmental League of Massachusetts and others to secure endorsement by opinion leaders and decision legislative action. makers of a strong conservation agenda and a commitment to achieving its priorities. Strategies B|1 through B|5 largely outline ways to engage people in our work, but engagement is only the ﬁrst step toward meeting the E. Through the informed participation of our volunteer network, challenges. We must also mobilize people to advocate for conservation increase the awareness of conservation as a major concern among in their neighborhoods, communities, and across the Commonwealth. voters in Massachusetts political campaigns. This requires a signiﬁcantly expanded advocacy role for the organization, where we can apply our reputational capital more effectively to F. Obtain accurate and more frequent press coverage of key advance a conservation agenda. conservation issues and achievements at the local, regional and state levels. ACTIONS

A. Establish a more vigorous advocacy program, supported by G. Participate, through staff and volunteers, in business round- clear policy guidelines, at both community and state levels. tables and think tanks looking broadly at the state’s challenges and make sure we are represented on various key environmental task B. Achieve our major legislative and policy priorities through focused, forces, such as the Department of Conservation and Recreation collaborative advocacy, which engages a large volunteer network using (DCR) Stewardship Council. advanced internet techniques. H. Support development of a stronger, more sophisticated policy C. Through PCI, work with academic and organizational partners to research capability, possibly shared by like-minded conservation develop an environmental policy brieﬁng seminar for new legislators, organizations. mayors, and selectpersons. THE TRUSTEES OF RESERVATIONS S

19 T R A T E G I C P L A Provide leadership in the development of N 2 0

| 1 B 7 a statewide vision and suite of strategies 7 that address climate change.

This strategic plan highlights several ways in which we engage and mobilize people to act on behalf of land conservation and stewardship. Climate change poses a new type and scale of threat, not only to our direct land conservation and stewardship agenda, but to our overall quality of life. As one of the leading conservation organizations in Massachusetts, we should play a strong role in addressing this issue, especially where it is directly relevant to land conservation and stewardship.

There are several fundamental approaches that will guide our work. First, and most important, we must be green in all that we do. How we manage the 23,000 acres and 96 properties in our care offers a powerful means for us to inﬂuence individuals, communities, and state government. Second, we must share our experience with our members, our visitors, and the wider public and use this experience to motivate others to make the changes that will meaningfully address this threat. Finally, we must work in concert with other leaders on this issue to maximize our collective efforts.The following actions reﬂect these three key approaches.

[SEE PAGE 21 FOR “GREEN” DEFINITIONS.] R E G N U O Y . J © S THE TRUSTEES OF RESERVATIONS T 20 R A T E G I C P L A N ACTIONS 2 0 1 7 A. Signiﬁcantly reduce the organization’s carbon and ecological footprints by developing and implementing a comprehensive “green” program that addresses all aspects of our operations.This may involve using our properties as test and/or demonstration sites for the development of sustainable technologies as well as using already proven ones.

B. Proﬁle our sustainable practices in our educational programs and outreach media and encourage our members, visitors, and the general public to join us in this effort.

C. Employ all of our outreach tactics to mobilize our members to live sustainably and to encourage government officials to address this issue.

D. Work with conservation partners to research ways that we can optimize the value of protected forests and farms to help mitigate some of the impacts associated with climate change. N A M E T I S . F © THE TRUSTEES OF RESERVATIONS S

21 T R A T E G I C P L A N 2 0 1 LANGUAGE FOR A GREEN FUTURE 7

Our health and our social and economic systems depend on well dominate the earth at the expense of wild species, and the functioning natural systems. Healthy ecosystems provide such human overuse of finite resources that suggests the likelihood of necessities as clean air and water, and sources of food, fiber, and diminishing global health.1 energy – collectively referred to as ecological services. Carbon Footprint Sustainability The Carbon Footprint measures the net impact that human activities Sustainability is based on the recognition that when natural resources have on the environment in terms of the amount of greenhouse are consumed faster than they are produced or renewed, they are gases produced, measured in units of carbon dioxide (CO2). eventually lost. In a sustainable world, society's demand on nature is 1. The primary footprint is a measure of our direct emissions in balance with nature's capacity to meet that demand, so that the of CO2 from the burning of fossil fuels including energy actions of today do not prevent or diminish the ability of future consumption and transportation. generations to meet their basic needs. 2. The secondary footprint is a measure of the indirect CO2 Two accounting systems help us track the effect of humanity's emissions from the whole lifecycle of products we use – consumption of natural resources and the associated waste that those associated with their manufacture and eventual breakdown.2 it generates. Green Ecological Footprint For The Trustees, the term “green” broadly describes a suite of tactics The Ecological Footprint measures the extent to which humanity that we will use to become more sustainable.“Greening” our organi- is using nature's resources and its associated ecological services. It zation will not only include internal efforts aimed at minimizing our provides a hypothetical illustration of the amount of land and water ecological and carbon footprints, but also initiatives that allow us to area (i.e. the footprint) a given population would need to support share our experience with our members, visitors and the public, and itself and absorb its waste indefinitely, under prevailing technology. advocate for the development of a sustainable society. Today, this accounting shows the great extent to which humans

1. INFORMATION ABOUT SUSTAINABILITY AND ECOLOGICAL FOOTPRINT DERIVED FROM WWW.FOOTPRINTNETWORK.ORG

2. INFORMATION TAKEN FROM WWW.CARBONFOOTPRINT.COM GOAL C Through exemplary stewardship of our properties and conservation restrictions, lead by example and demonstrate the importance of conservation to Massachusetts and beyond. THE TRUSTEES OF RESERVATIONS S

23T R A T E G I C P L A We work to provide a high standard of stewardship for our Our stewardship also includes documenting, monitoring and N 2 0 1 properties’ scenic, historic, and ecological resources as well as enforcing the growing number of conservation restrictions 7 the facilities and other amenities that ensure a high quality visitor we hold throughout Massachusetts. experience.This standard of care encourages volunteerism, gifts of property and money, and ensures our properties are, in fact, engaging. Maintaining our reputation and our standards of care | Identify and prioritize our most pressing are central to our ability to grow and engage more people. C 1 stewardship needs – those areas where Exemplary stewardship is also reflected in our effective use of additional financial or human resources are finite human and financial resources. We systematically evaluate and prioritize needs and opportunities so that our management needed to manage appropriately the most has the greatest impact on our network of properties and our important cultural and natural resources in mission overall. our care.

Our stewardship employs a wide range of tools to protect the ACTIONS historic, scenic, and ecological features that deﬁne the character of our properties and contribute to our natural and cultural A. Create a prioritized list of the network-wide resource heritage.These features are too numerous to list, but include protection and visitor services needs through the development agricultural ﬁelds, forests, and wetlands, rare habitats, designed of management plans, and the continual inventory and assessment and community gardens, scenic views, urban wilds, historic of our structural, historic, and ecological resources. structures, and collections. Our “resource protection program” works to maintain and, when necessary, rehabilitate the important features of our properties. Examples of this work include the eradication of an invasive species, the conservation of a historic artifact, and the restoration of a whole natural community or designed landscape. S THE TRUSTEES OF RESERVATIONS T 24 R A T E G I C P L A N Increase our investment in resource Develop, demonstrate and advance 2 0

1 | | 7 C 2 protection and visitor services, focusing C 3 excellence in conservation. on projects where there is an intersection of ACTIONS high-priority needs and opportunity to engage A. people and build capacity to address these projects. Proclaim our resource protection, green practices, and visitor services work through on-site interpretation and through our statewide publications and website. ACTIONS

A. Align our work plans across all staff levels and departments B. Continue to develop and apply new techniques and technologies to ensure we are focusing our efforts on our properties’ highest that will advance effective biological conservation, historic resource priorities; address critical needs identiﬁed in our management plans preservation, building maintenance, and visitor services. (Past and deferred-maintenance inventory. examples include GIS, our structural resources assessment and database, and our development of management tools for restoring B. Leverage our existing resources more effectively by investing rare habitats.) in and relying on volunteers in all facets of property stewardship. C. Develop and apply resource standards where needed and tie them to known national/state standards where appropriate.

D. Share techniques and standards with managers of adjoining lands and work to coordinate efforts to further promote our landscape-scale objectives.

E. Assume a stewardship or programming role associated with municipal or state conservation lands, when such a role helps to achieve our own conservation, stewardship or outreach goals. THE TRUSTEES OF RESERVATIONS S

25T R A T E G I C P L A Establish the Archives and Research Strengthen our Conservation Restriction N 2 0

| | 1 C 4CCenter (ARC) within the former Whaling 5 (CR) stewardship program. 7 Museum near Moose Hill Farm in Sharon to ACTIONS preserve and provide access to The Trustees’ A. extensive archives and undisplayed collections Complete implementation of new systems to efficiently and effectively document, monitor and enforce CRs. of artifacts.

B. Ensure that baseline documentation, monitoring and ACTIONS enforcement meet recognized national standards. A. Launch and staff the ARC according to the Board-approved C. scope and funding plan. Launch a pilot program to engage trained volunteers in monitoring selected CRs and use Field Operations staff and B. Complete the removal of archives and historic artifacts not additional CR program staff to monitor more complex CRs on display to the ARC from sites where storage is inadequate and to communicate with CR landowners. and develop a systematic program for their conservation. D. Engage CR landowners in the care of the conservation values C. Develop and carry out a plan for the digitization of archival of their properties as essential components of the community collections and implement the plan to provide on-line access to green space networks. these collections.

©F.SITEMAN ©T.KATES GOAL D Be one of the best conservation organizations in the country. THE TRUSTEES OF RESERVATIONS S

27T R A T E G I C P L A Success in the previous three goals will be derived, in large measure, C. N Strengthen our work planning and evaluation program to 2 0 1 from strength in all aspects of the organization: its staff, its volunteers, establish clear goals, foster collaboration, and reward exceptional 7 its systems, and its ﬁnancial health. performance.

D. Use technology and other methods more effectively to ensure | Make The Trustees one of the best that communications are open and timely. D 1 conservation employers. E. Continue to evaluate and, where necessary, adjust our human ACTIONS resources polices to ensure that they are fair, transparent and well-understood. A. Continue to evaluate and adjust our overall compensation packages to ensure that we attract and retain the best staff possible. F. Continue to assess and adjust the organization’s structure and decision-making processes to empower and motivate staff and to B. Regularly survey staff to monitor and track feedback across tap the skills and experience that staff and volunteers possess. a wide range of issues and work to address priority issues. Create an atmosphere that encourages innovation and creativity. S THE TRUSTEES OF RESERVATIONS T 28 R A T E G I C P L A N Create a comprehensive professional B.

2 Employ a variety of programs, such as sabbaticals, job-sharing, 0

1 | 7 D 2 development program that trains and inter-organizational staff exchanges to develop and re-charge staff. current and future staff in conservation

and preservation. C. Work with academic and other partners to establish internships and apprenticeships that train young people in the technical Staff compensation is the largest single expense in The Trustees’ skills and community organizing techniques that will make our budget and staff represents one of the organization’s greatest vision happen. resources. We believe that it is important to invest in our people and understand that we will need to provide training and support D. Develop a program of tuition support for staff members who for the changing roles called for by this plan. We also believe that pursue education beneﬁcial to the organization. investing in our staff is one of the most effective ways to strengthen the capacity of the organization to carry out its mission.

ACTIONS

A. Expand the suite of training offerings to address the needs of staff at all levels. The suite should give particular emphasis to training in the new skills needed under this plan. These include communication both written and oral; working with and managing volunteers; working as part of team; managing teams, etc. S E T A K . T © THE TRUSTEES OF RESERVATIONS S

29T R A T E G I C P L A Create an organization that reﬂects the B. N

Establish a training program for staff and volunteers to create 2 0

| 1 D 3 diversity of Massachusetts. an organizational culture that appreciates and respects difference 7 and recognizes the value of diversity in achieving organizational The Trustees are committed to becoming a welcoming organization excellence. that mirrors the face of Massachusetts. We want to be an organization of diverse members, volunteers, governance, and staff. We believe C. Apply a suite of communication tools to attract and engage that a diverse organization will enhance conservation awareness a more diverse constituency. across all communities and prepare the next generation for environmental stewardship. To accomplish this goal will require reshaping D. Recruit and retain staff and governing volunteers from varied the culture of the organization and persistent attention from all of us. and traditionally under-represented backgrounds.

ACTIONS E. Reach out to minority communities to learn about the role that natural and cultural resources play in their lives and use this new- A. Create a Diversity Council to implement and report on a gained knowledge to shape our messages and engagement tactics. program to reach the diversity goals set out in the Diversity Task Force report adopted by the Board in 2006. F. Collaborate with existing and new partners to leverage our collective efforts to increase diversity across the broad range of the conservation community. S THE TRUSTEES OF RESERVATIONS T 30 R A T E G I C P L A N Build a highly effective volunteer Strengthen partnerships with other 2

0 |

1 | 7 D 4 program that supports our mission D 5 organizations to enhance our skills, by training active conservationists to work leverage our efforts, prevent unproductive for their community’s quality of life and to competition, and advance the overall expand the organization’s effective work force. conservation goals.

It is increasingly clear that The Trustees need the help of many Massachusetts is fortunate to have one of the strongest networks volunteers at all levels to carry out this plan. Steps are already of conservation organizations in the country, and many of these underway to build a program of hands-on volunteers and to groups are working hard to address the challenges that concern us. revitalize local committees. Although governmental leadership has not always been strong and consistent, there have been many examples of successful collaborative ACTIONS leadership by organizations at both the state and local level. We understand more than ever that none of us can go it alone. We must A. Inspire and enable people to participate in the care of our forge productive partnerships and avoid unproductive competition. reservations and advocate for conservation in their communities Strategies under Land Conservation and Advocacy have made and for conservation in general. speciﬁc mention of the importance of joint action. This strategy affirms the importance of partnerships in all our work. B. Expand and strengthen the volunteer program to foster and integrate volunteers in all aspects of our work. ACTIONS A. C. Establish a training program and mentoring system for staff Target our participation in relevant and effective coalitions to enable them to work effectively with volunteers. that will strengthen the conservation and community preservation agenda in Massachusetts. D. Establish a training program for volunteers to prepare them for B. speciﬁc volunteer roles and to provide them with the information Work closely with the Massachusetts Audubon Society, they need to represent The Trustees. The Nature Conservancy, and other major statewide and regional organizations to support and advance mutual goals. E. Engage Corporate Trustees as leaders in the work of volunteers across the organization. THE TRUSTEES OF RESERVATIONS S

31 T R A T E G I C P L A Strengthen current income streams N 2 0

| 1 D 6 and develop new and diverse 7 sources of support for both operating and capital projects.

Although The Trustees have a broader range of income sources than many non-proﬁts, moving forward with this strategic plan will require the strengthening of current income sources and the creation of new and diverse streams of support.

ACTIONS

A. Grow traditional sources of philanthropic support for both annual operating and capital projects.

B. Double the number of member households.

C. Pursue income-generating activities that are based on sound business plans and that successfully advance our mission.

Outcomes in Ten Years THE TRUSTEES OF RESERVATIONS S

33 T R A T E G I C P L A By carrying out the strategies and actions outlined in this plan, While many positive outcomes will result from our work, the N 2 0 1 The Trustees of Reservations will engage an extensive network of following are speciﬁc objectives to which we will hold ourselves 7 people to further land conservation and stewardship at the local, accountable and by which we will measure and guide our progress regional, and statewide levels. As stated earlier, we will work to over the next 10 years: achieve four overarching outcomes by 2017:

I Together with our conservation partners, we’ve helped preserve Goal A hundreds of thousands of additional acres that are vitally important 1. We have helped to signiﬁcantly accelerate the rate of to our quality of life, our communities, our cultural heritage, and our conservation in Massachusetts. state’s ecology. 2. As an organization, we have protected approximately 20,000 I Working with the Massachusetts conservation community we acres of additional land that are important to our state’s ecology, are contributing to a high standard of stewardship of protected its cultural heritage, and our quality of life. lands across the state. 3. We have protected the most vulnerable, top-tier “critical lands” I A critical mass of the Commonwealth’s population views surrounding our properties. conserved landscapes and landmarks as essential to society’s quality of life and is actively working toward strong conservation 4. The public broadly supports a statewide conservation vision outcomes across the state. and action plan incorporating The Trustees’ major priorities.

I Massachusetts is at the forefront of action in addressing climate 5. Among the new reservations that we have established, at least change. Non-profit organizations, led by the conservation community, five are engaging large numbers of people and new audiences for are working with the public sector and the business community to The Trustees. promote sustainable practices in all aspects of society. 6. We have “land banked” five additional properties that have the potential to become future reservations.

7. Building on the success of our Westport and Highland Communities Initiative models, we have established new community- based conservation programs in at least four additional areas. S THE TRUSTEES OF RESERVATIONS T 34 R A T E G I C P L A N 2 0 1 7 Goal B Goal C 8. 50% of visitors at high-engagement properties are members. 16. We have eliminated deferred maintenance and are keeping up with renewal. 9. We have 80,000 household members, many of whom are actively involved in conservation. 17. Through management planning, we have identiﬁed our properties’ signiﬁcant historic, scenic, and ecological features 10. We have built an effective advocacy program at the state level and their protection requirements and have a sustainable process that includes a volunteer alert network of at least 1,000 participants in place for regularly updating plans. who are supporting key legislation and funding initiatives. 18. We have adopted and are using a work planning and budgeting 11. The BNAN-Trustees affiliation has resulted in the completion process that fully incorporates the recommendations from our of the Neponset and East Boston Greenways and the protection management plans to ensure the proper care of our properties’ of several Urban Wilds in the City of Boston. critical features.

12. We have directly assisted at least 30 communities in advancing 19. We are managing our historic and organizational archives local conservation initiatives (key indicators include passage of CPA, well and are using them well. establishment of an open space plan, passage of conservation bylaws, or successful acquisition campaigns). 20. Our high-engagement properties are universally accessible.

13. Funding for the APR program has increased steadily and has reached at least $10 million annually.

14. We are recognized as a leading source of information on living sustainably and are a partner with scientists and entrepreneurs in testing and using new green technology.

15. We have reduced our net carbon dioxide emissions, i.e., our carbon footprint, by 20% and have emerged as a leader in the demonstration and advancement of sustainable practices. THE TRUSTEES OF RESERVATIONS S

35 T R A T E G I C P L A N 2 0 1 Goal D 7 21. We are attracting and retaining the best staff in the conservation ﬁeld.

22. The ethnic diversity of our staff and board reﬂects the diversity of the Massachusetts population.

23. Volunteers are providing 300,000 hours of work per year.

24. We have received accreditation from the Land Trust Accreditation Commission.

25. We have successfully explored and implemented new ways to leverage our ﬁnancial resources in support of our conservation agenda. S E T A K . T © STATEWIDE OFFICES

Doyle Conservation Center 464 Abbott Avenue Leominster, MA 01453 tel 978.840.4446

Long Hill 572 Essex Street Beverly, MA 01915 tel 978.921.1944

Moose Hill Farm 396 Moose Hill Street Sharon, MA 02067 tel 781.784.0567 www.thetrustees.org