STRATEGIC PLAN 2030
DEAR MEMBERS AND SUPPORTERS
On behalf of our Board of Managers, I am pleased to share with you all the Anne Springs Close Greenway’s updated Five-Year Strategic Plan. This plan reflects a thoughtful, inclusive process and a clear vision for stewarding this special place while strengthening our impact for generations to come.
Rooted in our mission and values, the plan positions the Greenway to responsibly protect our natural resources, enhance visitor experiences and ensure long-term organizational sustainability. It honors our past while boldly preparing us for the future.
I am confident this strategic roadmap will guide our staff, board and other stakeholders as we continue to serve our community with excellence and purpose. Thank you for your continued belief in the Greenway and the work we do together.
With gratitude,
John Gordon Chief Executive Officer Leroy Springs & Co.
OUR MISSION
Connect people to nature through recreational and educational activities while fostering a passion for environmental conservation, animal habitat, and protection of natural resources.
OUR VISION
Preserve a place for people to celebrate and experience nature for generations to come.
OUR JOURNEY
For generations, the Anne Springs Close Greenway has been shaped by a deep commitment to caring for the land and sharing it with our community. Over the last 30 years, the Greenway has grown alongside the region we serve — welcoming new audiences, expanding programs and protecting our 2,100 acres, so that this place can connect people with nature in meaningful ways. As we look ahead to the next five years, the Greenway team took time to pause, reflect and listen.
2,100
18,000+ acres of preserved lands member households
This planning journey was grounded in a simple but powerful belief: the best path forward is one shaped together.
Staff, Board members, partners, neighbors and peers all played a role in helping articulate what the Greenway is called to be next. Through 391 survey responses, staff and community listening sessions, and collaborative workshops that brought staff and Board together, the process created space for many perspectives and honest dialogue.
What emerged is a shared sense of purpose and direction, rooted in the Greenway’s history, responsive to the present, and clear-eyed about the future. This strategy reflects a collective commitment to steward this special place with intention, ensuring it continues to connect people to nature for years to come.
30 years of service to the community
40 miles of trails
OUR COMMITMENTS
Over the next five years, we are committed to making meaningful progress in the following areas:
We’ll deliver on each of these commitments through specific, measurable objectives, which will follow in this document.
GROWING CONNECTIONS
Create bonds between people and nature that last a lifetime.
1A. Develop youth programming that builds youth confidence, skills, and appreciation of the natural world, including reinvestment in environmental education and reimagination of youth program facilities.
1B. Build and invest in relationships with targeted community audiences with the goal of strengthening a sense of place and love of nature; annually reevaluate and adjust target audiences.
1C. Increase the accessibility of our site and experiences, beginning with the construction of a physically accessible trail.
1D. Develop new programming, special events, exhibits, and experiences that allow us to reach new audiences.
1E. Annually review the impact of new and existing offerings to confirm that they deliver on our mission and deepen relationships with members.
1F. Invest in and increase awareness of access programs that make the Greenway affordable for all.
GROWING CONNECTIONS
ADVOCATING FOR OUR LAND
Preserve and protect our natural habitat for generations to come.
2A. Develop a comprehensive conservation and land management plan, including a core set of conservation priorities that increase our impact on native species and the long-term sustainability of the land.
2B. Develop a clear storytelling strategy, including on-site interpretation and off-site marketing that increases audience awareness of the Greenway and our impact.
2C. Ensure our trail system meets high standards for sustainability, maintenance, and user-friendliness.
2D. Expand the Greenway’s reputation as a community conservation leader through targeted educational, corporate, and public-private partnerships.
2E. Evaluate the need for stream bank restoration along Steele Creek and develop strategy for implementation.
ADVOCATING FOR OUR LAND
STEWARDING OUR RESOURCES
3A. Identify specialized resource and skill needs required to achieve this strategic plan and address through targeted professional development, additional staff, and outside support.
3B. Define financial goals necessary to accomplish objectives outlined in this plan and develop supporting financial strategy; review and adjust annually.
3C. Conduct an environmental sustainability audit and launch an action plan.
3D. Define the full cost and impact of a user experience and critically evaluate business model based on balancing financial sustainability and financial accessibility.
3E. Evaluate existing infrastructure, equipment, and buildings and launch a plan for sustainable growth and improvement.
3F. Continue to invest in the Greenway’s internal culture to ensure that staff feel connected to the mission and understand their contributions to it. Ensure financial, operational, and environmental sustainability.
STEWARDING OUR RESOURCES
WHAT’S NEXT?
As the Greenway celebrated its 30th year in 2025, this strategic plan reaffirms our commitment to the vision of Anne Springs Close while preparing us for what comes next. The plan sets a clear North Star and a practical decision-making filter for the next five years.
Specific actions have been identified for each objective, translating the strategy into day-to-day work with clear measures of success that will be reviewed and updated annually. This is a living plan—one we are committed to using, revisiting, and refining—so it guides real decisions and actions.
AN INCLUSIVE PROCESS
This strategic plan was shaped by input from staff, Board, partners, peers, neighbors, and friends.
We gathered perspectives from across and beyond the Greenway to ground the plan in real experience and shared priorities. That input came through:
7
2
391 4 in-depth interviews staff listening sessions community roundtables all staff town halls survey responses staff and Board workshops
2
3
This approach helped us test assumptions, find common ground, and build alignment before setting direction. The result is a clear roadmap that reflects both internal and external perspectives—and one the people responsible for carrying it forward support and understand. With that alignment, we can move ahead with confidence.
ACKNOWLEDGEMENTS
Thank you to our staff, Board, members, and supporters for their input and guidance during this planning process. We want to especially thank our project teams and our community partners who generously gave their time and expertise to this project.
Pathfinders
John Gordon
Debbie Kiggans
Lindsey Arnautovic
Chad Williams
David Buist
Bridget Grim
Innovators
Andy Belich
Natalie Senglaub
Josh Patterson
Elizabeth Bowers
Heather Stahr
Erik Mischker
Alex Sullivan
Kristina Burke
Katie Lohse
Dehler Hart
Yarina Conners
Ell Close
Community Perspectives
Adult Enrichment Centers
Carolina Thread Trail
Current Corporate Partners
Fort Mill School District
Greenway Ladies Guild & Colonel’s Club
Historic Paradise Foundation
Town of Fort Mill
University of South Carolina Lancaster
Visit York County
Facilitated By
