Tuesday, July 24, 2007

Maui Coastal Land Trust

Strategic Plan

FY 2007 – FY 2011
(July 1, 2006 – June 30, 2011)

MISSION STATEMENT

To preserve and protect coastal lands in Maui Nui for the benefit of the natural environment and of current and future generations.

LONG-TERM VISION

MCLT recognizes that realizing its mission will require not only dedication and hard work, but also a clear vision. MCLT has created a 20-year vision of Maui's coastal areas.

  • Maui and the Maui Coastal Land Trust will be known and respected worldwide for their partnership with public and private owners to protect and manage its coastal lands and coastal views.

  • Landowners will be responsible stewards of their land and will reap the benefits of private land conservation.

  • Residents and visitors will enjoy numerous coastal recreational areas that may be accessed safely and easily by all.

  • Coastal preserves will protect the biological and cultural richness and wild nature of vulnerable coastal sites unsuitable for recreational use.

  • Beaches will be allowed to accrete and retreat naturally.

  • Residents and visitors will enjoy clear water, healthy reefs and abundant marine life, and will take pride in caring for Maui's beaches.

  • Residents, local community groups, landowners, developers and visitors will support MCLT in its preservation mission and ensure its sustainability.

CORE VALUES

  • Commitment to protection and stewardship of a healthy coastal environment.

  • Inclusiveness and openness of process, and the importance of actively seeking the involvement of the community in our efforts wherever possible.

  • Recognition and understanding of the inherent cultural connections to the land within the Hawaiian community.

  • Respect for the strengths and benefits that each of Maui's cultures brings to the community.

  • Recognition and understanding of the connection that landowners have to their land, and the need to balance landowner rights and responsibilities.

  • Incorporation of the Hawaiian values of aloha (love and compassion), malama (caring and nurturing), 'ike (understanding and perception), ha'aha'a (humility), laulima (coming together in mindset) and ho'ohui (joining together in action) in our planning and deeds.

  • Commitment to serve as a professional, effective, and efficient organization governed with excellence and accountability.

  • Desire to make land accessible for public use and enjoyment when and where appropriate.

GOALS AND STRATEGIES

  1. Conservation – Coastal and other critical lands are preserved and managed to protect their conservation and cultural values and enhance the coastal ecosystem in perpetuity.

    1. Identify and prioritize the most important coastal areas or parcels for potential protection.

    2. Acquire conservation easements or fee-title ownership on appropriate land to ensure their perpetual protection.

    3. Steward lands to ensure the perpetual protection of their conservation values.

  2. Education – Key audiences understand private land conservation and how it can support community goals and individual interests.

    1. Identify and prioritize key audiences and the best tools to reach them.Participate in public events and activities that reach target audiences with important Trust messages.

    2. Provide information targeted to landowners, landowner advisors and other relevant professionals.

    3. Collaborate with conservation and cultural groups to help connect people to the land.

    4. Advocate for public policies and programs that support strong conservation efforts.

    5. Participate in community discussions about land use issues that lead to better protection and access for parks, greenways and open space.

  3. Capacity – The Land Trust has the capacity to sustain its efforts and manage its land in perpetuity.

    1. Expand and strengthen the MCLT Board, committees and advisors.

    2. Expand the professional staff to manage and conduct the affairs of the Trust.

    3. Ensure a system of sound organizational management and internal fiscal controls.

    4. Build stable and adequate funding to support the organization and provide endowments for long-term sustainability.

    5. Build name recognition and public confidence in the Trust among those who care about Hawai`i.

GOALS, STRATEGIES AND BENCHMARKS

  1. Conservation – Coastal and other critical lands are preserved and managed to protect their conservation and cultural values and enhance the coastal ecosystem in perpetuity.

    1. Identify and prioritize the most important coastal areas or parcels for potential protection.

      1. An up-to-date conservation plan utilizes current data to guide project selection and prioritizing processes.

      2. Priorities are updated annually within the conservation plan.

      3. Input to the criteria and priorities are provided by key partners to the Trust every two years.

      4. GIS fully supports project planning and selection.

    2. Acquire conservation easements or fee-title ownership on appropriate lands to ensure their perpetual protection.

      1. At least two "proactive" projects are active at end of first year. At least five "proactive" projects are active by the end of the fifth year.

      2. At least two "opportunity" projects are active at end of first year. At least five "opportunity" projects are active at the end of the fifth year.

      3. At least two projects are completed each year. At least 15 projects are completed by the end of five years.

      4. Steward lands to ensure the perpetual protection of their conservation values.

      5. Each easement parcel has baseline documentation.

      6. All fee-owned lands have up-to-date management plans, which include benchmarks, resource requirements and strategy for self-sustainability.

      7. Monitoring plan for each property is fulfilled annually.

      8. An action plan for addressing any stewardship concerns (e.g. easement violations, trespass, etc.) is put into place within 30 days of discovery.

      9. Partners participate in development and implementation of management plans for all easement and fee-owned lands.

      10. Adjacent lands, as part of the ecosystem of our protected properties are healthier because of our partnership role.



  1. Education – Key audiences understand private land conservation and how it can support community goals and individual interests.

    1. Identify and prioritize key audiences and the best tools to reach them.

      1. An up-to-date outreach plan guides outreach activities to all prioritized audiences.

      2. Priorities are updated annually within the outreach plan.

    2. Participate in public events and activities that reach target audiences with important Trust messages.

      1. Prioritized audiences are targeted for participation in appropriate development activities.

      2. Participate in at least six community events per year by year five.

      3. Make at least six presentations to community groups and service clubs per year.

    3. Provide information targeted to landowners, landowner advisors and other relevant professionals.

      1. Host at least two outreach meetings with landowners and related professionals in year one, five meetings by year five.

      2. Host three professional development seminars for land and financial professionals by year five.

      3. Outreach materials are kept current and of consistently high-quality.

      4. Website and other electronic publishing provides easy access to all important outreach materials.

    4. Collaborate with conservation and cultural groups to learn how to best connect people to the land.

      1. Meet with key community and cultural groups at least annually.

      2. Develop agreements for all project-related partnerships that clarify roles, responsibilities and expectations.

      3. Participate in all land trust conferences in Hawaii. Host at least one conference in next five years.

      4. Cultural organizations connected to land conservation are stronger and more effective in part from our partnership role.

      5. Other organizations have representation on our Board.

    5. Advocate for public policies and programs that support strong conservation efforts.

      1. An up-to-date conservation plan utilizes current data to guide project selection and prioritizing processes.

      2. Priorities are updated annually within the conservation plan.

      3. Input to the criteria and priorities are provided by key partners to the Trust every two years.

      4. GIS fully supports project planning and selection.

    6. Participate in community discussions about issues that lead to better protection and access for parks, greenways and open space.

      1. Actively participate in at least 80% of GPAC meetings.

      2. Meet with most active community associations and interest groups at least once per year.


  1. Capacity – the Trust has the capacity to sustain its efforts and manage its land in perpetuity.

    1. Expand and strengthen the MCLT Board, committees and advisors.

      1. Board and Trustee meetings have at least 80% attendance.

      2. Every board member is active in a committee or other board-specific project.

      3. Criteria for board diversity reflected in annual updates of board profile grid.

      4. Board meets at least 90% of all profile grid criteria by year two, 100% by year five.

      5. 100% of board members evaluate their performance as meaningful and enjoyable.

    2. Expand the professional staff to manage and conduct the affairs of the Trust.

      1. Staff positions hired to full complement of approved staff structure.

      2. Staff structure revised as needed to reflect annual plan.

      3. 100% of staff members evaluate their performance as meaningful and enjoyable.

      4. Every staff member participates in at least one training opportunity per year.

    3. Ensure a system of sound organizational management and internal fiscal controls.

      1. Meet 100% of LTA Standards and Practices guidelines by year five.

      2. Achieve LTA Accreditation by end of second year.

      3. External, fiscal audit done annually.

      4. Annual plan updated prior to beginning of budgeting cycle each year

      5. The community is engaged in all significant planning decisions.

    4. Build stable and adequate funding to support the organization and provide endowments for long-term sustainability.

      1. An up-to-date development plan guides fundraising activities.

      2. Development plan is updated annually.

      3. 100% of board members participate in and give to fundraising efforts.

      4. Percentage of funding from individual giving is 75% of annual operating budget by year five.

      5. More than 25 people have identified the land trust as a beneficiary in their estate plans.

      6. Increase annual donors to 450 by year one, 1,000 by year five.

      7. Increase number of major donors to 100 by year one, 250 by year five.

      8. 25% of all annual donors support at least one campaign by year five.

      9. Stewardship and Operation Endowments each have $1 million by year five.

      10. Revolving Land Acquisition fund grows each year.

    5. Build name recognition and public confidence in the Trust among those who care about Hawaii.

      1. 80% of key community leaders understand and value the role of the land trust in the community by year five.

      2. Engage in cost effective survey at least twice during the five year to determine the issues we need to address in our outreach and planning.

      3. At least five people are trained and capable of speaking on the direction and accomplishment of the Land Trust.


Maui Coastal Land Trust Strategic Plan Page 1 of 6

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