Conduct KELT's work in a professional and careful manner and in compliance with Land Trust Standards and Practices in an effort to position the organization for future successful renewal in 2030.

• By 2029, confirm our intent to seek a third renewal of national accreditation.

 Promote and increase Board of Directors recruitment, training, and engagement.

• Annually, support the Nominating Committee to vet and present candidates and work to present a diversity of candidates, specifically of varying ages or towns of residence. Focus on unrepresented municipalities in KELT’s service region and constructive skills to support KELT’s mission (e.g. fundraising, habitat restoration, environmental education, NGO governance).

• Annually, Board members commit to attend at least one training opportunity to expand their knowledge of KELT and the conservation community.

• Annually, BOD members commit to active participation in friend-raising and fundraising efforts as outlined in the annual fundraising plan.

Bolster our volunteer base by engaging a diverse set of individuals that represent our service region, are dedicated to further KELT's mission, and can contribute beneficial skills to the land trust.

• Establish a supporting standing committee for each program area, specifically re-establish the Outreach & Education Committee and Membership & Development Committee by 2026 and establish a Restoration Committee by 2027.

• By 2030 by way of an internal review, identify ways to be more inclusive for committee membership, recruiting and vetting a diversity of candidates (e.g. ages, experiences, living locations, etc.).

• Bolster the Volunteer Corps by establishing a system for volunteer intake, engagement, and training by 2027.

• Create a volunteer communications plan to regularly communicate with volunteers about opportunities by 2027.

Recruit and retain a multitalented Staff (comprised of fulltime employees, part time employees, interns, and contractors), who successfully move forward KELT's mission.

• By 2025, establish an organization wide compensation scale and an annual evaluation revamp by 2026.

• Complete a personnel policy revamp by 2026.

• Annually, staff will commit to attend training opportunities to expand their knowledge of conservation and land trust work.

• Annually, KELT staff will participate in service days with community partners to help develop and strengthen relationships with regional collaborators.

• Commit to providing opportunities for engagement of 'budding conservationists’ by creating a consistent internship strategy and structure (e.g. hiring, onboarding, offboarding, training, equipment needs, etc.) by 2025 and assessing the opportunity for a student to staff conduit with a specific focus on engagement of local students by 2030.

Consistently use the Strategic Plan for operational planning and budgeting and assessing needs and resources to ensure long- and short-term financial sustainability.

• Write a multi-year financial plan covering three years, starting in 2026 and projecting into 2029, and include the financial capacity objectives outlined in this plan’s adjoining goals.

• By 2030, focus the Development Committee to expand the annual giving base and relaunch the planned giving society.

• By 2030, grow the unrestricted Operations Reserve by $100,000 ($184,350 in Dec. 2024).

• By 2026, create a three-year Sustainable Development and Funding Plan that includes: annual donations and individual contributions; business and event sponsorship opportunities; the relaunch of the planned giving society; annual goals/targets for federal, state, philanthropic grants; and program income. Include specific roles and responsibilities for Board, Committee, Staff, and volunteers in the overall development program. Incorporate the financial capacity objectives outlined in this plan’s adjoining goals.

• By 2025, launch the business sponsorship opportunity with defined menu of support and giving options.

 Plan for, and address, facility and equipment needs and take action as needs and/or capacity merit.

• By 2030, advance efforts to improve energy efficiency in KELT’s headquarters on Washington Street in Bath.

• By 2030, grow the Building Fund to $100,000 ($24,000 in Dec. 2024).

• By 2030, install a native pollinator garden in front of the KELT office.

• By 2030, assess and determine future use or replacement of KELT office shed and evaluation capacity and/or storage needs for stewardship maintenance tools, equipment, and off-site barn/workshop.

Ensure the advancement of the Strategic Plan by providing an annual report on KELT’s progress, shared with KELT’s Board and Members, ideally during the Annual Meeting.

• Conduct an annual audit by appropriate staff and committees of the Plan’s goals, objectives, and benchmarks to document progress, achievements, and shortfalls. Then present the audit conclusions to the Board of Directors.