Ecological Landscape Alliance Strategic Plan 2017-2022
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Ecological Landscape Alliance Strategic Plan 2017-2022 Strategic Goal 1 1
Letter from the Board
Since its founding in 1992, the Ecological Landscape Alliance has been a leader in promoting sustainable
approaches to landscape design, construction, and management. ELA’s commitment to innovative ideas
and evidence-based practices has made the organization both a trusted resource and a vibrant community
of landscape professionals and devoted gardeners.
ELA works in partnership with local, regional, and national organizations to provide high-quality education
that brings together diverse audiences united by a shared sense of purpose. ELA’s members and
participants include designers, horticulturalists, growers, and manufacturers; conservationists, restoration
ecologists, and wetland scientists; community activists and home gardeners; and landscape stewards for
public, private, and nonprofit organizations.
Twenty-five years after its founding, ELA continues to grow. Our programs now reach participants in thirty-
seven states and nine other countries. In the last decade, we have collaborated with over sixty-five allied
organizations, launched a popular webinar series, led in nine states, expanded our annual conference, and
created new symposia in Massachusetts, New York, and Pennsylvania.
Just as important, ELA’s reach extends beyond its direct audience. By providing a platform for the
dissemination and development of new techniques, ELA has helped ecological approaches move from the
fringe to the mainstream.
Despite this progress, our work has never been more important. Even as climate change, invasive
organisms, habitat loss, and declines among native species are presenting new challenges, advances in
science are creating new frameworks for constructive action. By fostering lively exchanges of scientific
information and hands-on experience, ELA can play a unique role in creating a world where every person is
a forward-thinking and well-informed steward of the land and water.
ELA initiated its Strategic Planning process to help align ELA’s growth with its established strengths and
values, and in recognition that our ethos of sustainability must extend to the organization itself. We are
proud of what we have achieved as a volunteer-driven organization with a staff of one, but our long-term
resilience requires a broader structure.
The combined purpose of advancing ELA’s mission and building its capabilities is reflected in the Strategic
Goals that have guided this plan: to develop and expand our high-quality, evidence-based educational
offerings; to build a robust and highly engaged membership, to continue expanding ELA’s audience, and to
build awareness of ELA’s vital work.
ELA is excited to present its 2017-2022 Strategic Plan to our members, supporters, and allied organizations.
From our founding, ELA has been about choices – educated, informed choices and
awareness of the impact of those choices. We offer information that is both research-based
and experiential, take care in how we present the information, and expect people to decide
for themselves what is useful in their work. — Sue Storer,
ELA Founding Member
2 Ecological Landscape Alliance Strategic Plan 2017-2022
Mission Vision for the Future
The Ecological Landscape Alliance Everyone who interacts with the
advocates for ecological landscape land is a steward whose actions are
practices through education, informed by an understanding of
collaboration, and outreach. and respect for natural systems.
Values
Credibility
We promote landscape practices that are ecologically sound
and based in science and research.
Empowerment through Education
By educating others, we empower them to grow as
professionals or garden enthusiasts and to conserve or
improve the health of landscapes in our world.
Interdisciplinary Thinking
We enable shared inquiry across disciplines to deepen
our audiences’ understanding of the landscape’s natural
processes and living systems.
Collaboration
We build long-term alliances to extend our community and Guided by their
to amplify our impact. understanding of natural
ecosystems, our members
Respect for Natural Systems and others share their
We believe in basing landscape practices on an ever- expertise through articles
improving understanding of natural systems and the that reinforce ecological
impacts of human actions within them. principles and help readers
develop and maintain
healthy landscapes.
Organizational Sustainability — Maureen Sundberg,
To ensure that the organization’s contributions will increase
ELA Newsletter Editor
and endure, we act as thoughtful stewards of our financial,
natural, and human resources.
Mission, Vision & Values 3
Strategic Goal 1: Develop and expand on existing
high-quality, evidence-based educational offerings.
OBJECTIVE 1: Develop OBJECTIVE 2: Increase OBJECTIVE 3: Expand
a vibrant, engaged, educational outreach the online educational
well-equipped through collaborations offerings through which
education committee. with professional ELA reaches a national
associations, nonprofit and international
Strategies:
• Identify the resources organizations, and other audience.
and skill sets the strategic partners.
Education Committee Strategies:
needs to continue Strategies: • Continue developing the
producing high-quality • Continue engaging rigor, quality, innovation,
educational offerings. with current partners and relevance of existing
• Recruit additional to develop and expand webinar series.
trustees and ELA educational programming • Ensure the newsletter
members to serve in and beyond New editor and contributors
on the Education England. have sufficient resources
Committee. • Identify other to continue producing
• Explore forming organizations interested in valuable, mission-driven
subcommittees to focus developing partnerships content.
on specific expansion that promote ELA’s • Increase the use of social
goals such as creating educational offerings. media as an educational
regional education tool.
programs, developing • Explore whether and
online programs, and how to develop a how-to
enhancing current video series.
webinars.
• Develop ways for the
Education Committee
to connect with and
evaluate the needs
and interests of ELA
members.
4 Ecological Landscape Alliance Strategic Plan 2017-2022
To first, do no harm,
Knowledge of living
things is indispensable.
More important is to
acquire Wisdom that
culminates from our
experience and the
experiences of others.
Only then can our lives
mingle well with the
lives of the plants in our
care.
— Michael Nadeau,
Long-time ELA Member
OBJECTIVE 4: Explore piloting online OBJECTIVE 5: Explore producing
and in-person education programs for ecologically-based educational
landscape workers, including bilingual offerings designed to engage young
content for those who speak English as a people in land stewardship.
second language.
Strategies:
Strategies: • Develop and conduct a survey of youth
• Develop and conduct a survey of landscape organizations to assess interest in youth-
construction and maintenance companies to oriented ecological education.
assess the need for and interest in bilingual • Identify youth development programs,
programming and to identify companies that technical schools, community colleges, or
recognize the potential value of incorporating vocational schools with which to explore
ecologically-based practices into their business collaborative opportunities and secure at
models. least one that is interested in piloting a
• Identify partners interested in developing lecture series, course, or program aimed
bilingual courses offered online, in person, or at youth audiences.
both. • Explore collaboration opportunities
• Explore whether a “Certificate of Completion” for programs that feature introductory
is valuable and feasible and if so, determine ecological landscape principles.
the steps required for offering a certification
program.
Strategic Goal 1: Develop and expand on existing high-quality, evidence-based educational offerings. 5
Strategic Goal 2: Build a highly-engaged, robust
membership base that actively supports ELA’s mission.
OBJECTIVE 1: Deepen OBJECTIVE 2: Increase OBJECTIVE 3: Evaluate
each member’s level of ELA’s membership current member
engagement with ELA. growth each year. benefits and resources
to ensure they offer
Strategies: Strategies: sufficient value for
• At each ELA event, provide • Create processes for
unstructured opportunities managing and increasing membership.
for members to connect, member retention.
share, and become part of • Better understand why Strategies:
the ELA community. new members join ELA • Assess whether current
• Explore ways to connect and why existing members membership tiers are
members and exhibitors renew. sufficient to meet the
during ELA events (e.g., • Assess past use of diversity of members’
host a Lunch and Learn incentives and explore needs and interests,
where exhibitors can demo how to best use incentives and whether they are
products and allow for to attract new members. priced appropriately.
hands-on interaction and • Convert event attendees’ • Set member and
networking). and newsletter non-member event
• Build on existing readers’ interest into pricing to ensure
relationships with other memberships. that it incentivizes
organizations to host • Develop and implement membership without
member events across distinct membership discouraging potential
regions (e.g., Host “ELA strategies in regions first-time participants.
Day” with a co-sponsor, like where ELA has a presence • Explore enhancing
Brooklyn Bridge Park). and where ELA’s presence the value of webinars
• Identify the volunteer is new and growing. (which are free to
interests of every member members) by offering
and connect members recertification credits.
with meaningful volunteer • Explore ways to
opportunities within the recognize and provide
organization. unique value to
• Identify strong supporters members throughout
among ELA’s members, the year (e.g., through
past trustees, volunteers, the newsletter, service
speakers, and exhibitors, awards, project awards,
and keep them engaged or member-only
through involvement with events).
the organization.
6 Ecological Landscape Alliance Strategic Plan 2017-2022
Twenty five years after the grit and
determination of a small group of people created
this organization, we’re thrilled to begin writing
the next successful chapter in ELA’s history.
This plan outlines an ambitious but attainable
direction and an impressive vision for the future.
— Mark Richardson
ELA Board Trustee
Strategic Goal 2: Build a highly-engaged, robust membership base that actively supports ELA’s mission. 7
Strategic Goal 3: Continue expanding ELA’s reach beyond
New England and beyond our current audience base.
OBJECTIVE 1: Create OBJECTIVE 2: Explore OBJECTIVE 3: Identify
a model for expanding opportunities for using opportunities for
into other regions technology to expand diversifying ELA’s
and implement this the reach of existing on- audience base within
replication model as site ELA programming. New England as well
appropriate. as new regions.
Strategies:
Strategies: • Explore the feasibility Strategies:
• Building on recent of recording audio and • Develop a detailed
successes, continue video of symposia, understanding of ELA’s
expanding on-site conference presentations, current audience base.
programming in New and Eco-tours. • Identify new audience
York and the Mid-Atlantic • Explore opportunities for groups ELA should
region in collaboration simulcasting ELA events reach out to (such as
with partners in those in California and the landscape contractors,
areas. Midwest. municipal crews, youth
• Develop clear roles or homeowners) and
for centralized and develop an action plan
regionally-based to connect with each
leadership in planning, group.
administering, and • Explore collaborating
maintaining the quality with other
of regional on-site organizations to reach
programs, including new audience groups
the option of creating throughout New
a paid staff position to England and beyond.
lead and coordinate • Explore the feasibility of
geographically-dispersed using outreach events
programs. to reach new audiences
• Evaluate the expenditures (e.g., host ELA speakers
and revenue potential and information tables
of each geographical at events that are
expansion. attended by audience
• Continue developing groups ELA wants to
the Board to reflect the reach).
regions where our work
is focused and to provide
outreach to partners in
those areas.
8 Ecological Landscape Alliance Strategic Plan 2017-2022
Launched in 2013, “A Focus on Sustainability”
is ELA’s collaborative webinar series. This
nationwide series was developed by ELA along
with a group of organizations known regionally
for their quality ecological education in the
Mid-Atlantic, Midwest, and California. By
working together, we expand the reach of our
individual programs.
— Risa Edelstein,
Webinar Series Founder and
Former ELA President
Strategic Goal 3: Continue expanding ELA’s reach beyond New England and beyond our current audience base. 9
Strategic Goal 4: Ensure long-term financial solvency
and organizational sustainability.
OBJECTIVE 1: Compensate staff fairly. OBJECTIVE 2: Ensure continuity of
organizational knowledge.
Strategies:
• Clearly define and document the roles and Strategies:
responsibilities of the Executive Director and • Make all existing policies, procedures, and
Newsletter Editor. historical documentation easily accessible
• Conduct an industry review of market-rate to Board members and staff.
compensation for staff positions. • Document core competencies, success
• Establish compensation goals to be achieved stories and historical knowledge currently
over five years for staff positions. held by key staff, volunteers, and Board
• Establish target revenue goals over the next members.
five years to meet these compensation goals. • Build resiliency by cross-training staff and
• Conduct annual performance reviews of key ELA members.
personnel. • Set up systems for tracking success
metrics such as number of events and
registrations.
10 Ecological Landscape Alliance Strategic Plan 2017-2022OBJECTIVE 3: Maintain a vibrant OBJECTIVE 4: Develop a succession
and engaged Board of Directors and plan for key staff positions.
Committees.
Strategies:
Strategies: • Create an ELA calendar of responsibilities,
• Develop a recruitment and orientation process activities, and events and document
for Board candidates to ensure they understand current policies, procedures, and
the opportunities and expectations of Board operations. Identify and resolve any
service. operational gaps.
• Encourage Board members to engage with a • Define the staffing levels required to
Committee that gives them a sense of ownership support the current scale of operations,
and accomplishment. including documented roles and
• Assess organizational goals and Board skills responsibilities for each position.
annually in order to strategically recruit new • Determine long-term staffing
Board members. requirements to support ELA’s mission
• Provide opportunities for ELA members to and achieve the organization’s five-year
assume leadership roles on Committees (or in goals and objectives.
planning individual events) as part of a broader • Where feasible, shift responsibilities and
Board recruitment and development strategy. activities from the Executive Director to
• Cultivate Board relationships and satisfaction Committee members, Board members,
through increased opportunities for social and support staff, so the Executive
interaction or team building in addition to Board Director can focus on financial and
work. organizational leadership.
• Continue to foster an atmosphere at ELA Board
meetings that encourages participation and
values contributions.
• Develop staff and Board member attendance
guidelines for Board meetings, Committee
meetings, and events.
• Determine optimal number of Committee
members and fully staff all ELA standing
Committees.
Strategic Goal 4: Ensure long-term financial solvency and organizational sustainability. 11Strategic Goal 4: Ensure long-term financial solvency
and organizational sustainability.
OBJECTIVE 5: Increase and diversify OBJECTIVE 6: Determine whether
funding sources to support ELA’s forming regional chapters
projected five-year goals. could improve financial and
organizational sustainability.
Strategies:
• Develop a five-year financial expansion Strategies:
plan that coordinates revenue with the • Review existing ELA chapter policies to
programming planned for the next five ensure they are current, relevant, and
years. beneficial to ELA’s overall financial and
• Build relationships with individuals and organizational goals.
organizations that are potential donors. • Evaluate the costs (staffing and volunteer
• Increase overall membership income each hours) required to set up and provide
year. ongoing support to regional chapters
• Develop additional revenue streams from against the costs of expanding regionally
our existing educational programming without establishing chapters.
by leveraging online tools and existing
content.
• Develop additional revenue streams
through website advertising and
sponsorship, increased marketing
activities, crowd-sourced funding, and
internet charitable-giving programs.
• Identify opportunities to increase revenue
from existing programs and events by
increasing enrollment, pricing, or both.
• Research the feasibility of adding grant-
seeking to our funding model.
• Prioritize existing and proposed
programming for which ELA’s investment
of time and resources yields both the
greatest revenue and the greatest
advancement of ELA’s mission.
12 Ecological Landscape Alliance Strategic Plan 2017-2022“One of ELA’s unique qualities is that we believe
in keeping an open mind. Our mission upholds the
health of the earth as the primary focus, and we
are interested in learning and teaching together
about new methods, new practices, and new ways of
thinking about human impact on the landscape.”
— Amanda Sloan,
ELA Board Trustee
Strategic Goal 4: Ensure long-term financial solvency and organizational sustainability. 13Strategic Goal 5: Create an effective marketing and
publicity plan that positions ELA as a widely-known,
vibrant community of innovators and programs that help
people become more effective stewards of the land.
OBJECTIVE 1: Understand our OBJECTIVE 2: Create marketing
existing audiences. initiatives that support expanding ELA’s
audience.
Strategies:
• Develop profiles of existing Strategies:
ELA members and program • Build the Marketing Committee and partner
participants across all programs. with marketing firms who can provide pro bono
• Investigate what ELA’s audiences services that tie together branding and online
know about ELA and its programs; presence with other marketing initiatives.
how they become and stay • Identify types of organizations and individuals
aware of ELA’s work; what who would benefit from ELA’s work but are
factors encourage or limit their absent or underrepresented in ELA’s audiences.
participation; how they see ELA as • Assess which audience sectors can be reached
distinct from other organizations; through existing communication channels and
and how they perceive their which will require new approaches.
potential role in supporting ELA. • Prioritizing those audience sectors most
important to ELA’s growth and mission,
develop a plan for phased introduction of new
communication initiatives and well-targeted
marketing campaigns.
Through education, ELA strives to preserve
the integrity of existing healthy ecological
systems at both the small scale (in place -
one area of land), and at the very large scale
over time and space (watersheds, migratory
species, air quality, and the future).
— Tara Mitchell,
Former ELA Board Trustee
14 Ecological Landscape Alliance Strategic Plan 2017-2022OBJECTIVE 3: Develop OBJECTIVE 4: OBJECTIVE 5: Empower
ELA’s brand. Make ELA easier to ELA members to become
discover, follow, and advocates for ecological
Strategies: use online. landscape practices.
• Identify the “core
message” that ELA
must communicate Strategies: Strategies:
to its audiences and • Use social media • Increase members’ sense of
partners, and embed and search engine identification with ELA, based not
that message in ELA’s optimization only on the practical benefits the
online presence and more effectively organization provides, but on the
communications, both to communicate sense of ELA as a community and
visually and verbally. ELA’s work, to a movement.
• Communicate ELA draw people to the • Identify and promote pathways
successes. Explore website (and other for new and existing members to
ways to more online resources), raise their levels of participation.
proactively highlight and to increase • Engage strong supporters among
ELA accomplishments. ELA’s audience. ELA’s members, past trustees,
• Streamline ELA’s volunteers, speakers, and
website, so it is exhibitors as “ELA Ambassadors”
easy for potential to promote ecological values to
participants to find individuals, communities, and
the programs and organizations.
resources they • To help ELA members and
need. participants communicate their
participation in ELA’s movement,
offer ELA-branded items for
purchase.
Strategic Goal 5: Create an effective marketing and publicity plan. 15Ecological Landscape Alliance
Board of Trustees 2017
PENNY LEWIS MARK HIGHLAND
ELA Executive Director Modena, PA
Sandown, NH
SCOTT KLEEKAMP
THERESA SPRAGUE Natick, MA
President
Harwich, MA MARIE MACCHIAROLO
Somerville, MA
TOBIAS WOLF
Vice President REBECCA MCMACKIN
Groton, MA New York, NY
MAUREEN SUNDBERG KERRY O’KELLY
Secretary Andover, MA
Andover, MA
MARK RICHARDSON
MICHAEL OPTON Framingham, MA
Treasurer
Needham, MA ANTHONY RUGGIERO
Boston, MA
GEOVANI AGUILAR
Waltham, MA AMANDA SLOAN
Sharon, MA
KRISTIN ANDRES
Chatham, MA TREVOR SMITH
Arlington, MA
THOMAS BENJAMIN
Haydenville, MA KEVIN STASO
Downingtown, PA
TABITHA HARKIN
Norton, MA ANGELA TANNER
Falmouth, MA
BRUCE WENNING
Newton, MA
Photos courtesy of:
Penny Lewis
Maureen Sundberg
Angela Tanner
Rebecca Lindenmeyr
Dan Jaffe
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