Land conservation efforts have been underway in the Willistown area for over 40 years. A satellite program of Brandywine Conservancy, formed in 1979, was known as the Willistown Area Conservation Program. With the encouragement of the community and key conservation leaders, Willistown Conservation Trust (WCT) became an independent, community-based land trust in 1996.
Using the headwaters of the Crum, Ridley, and Darby Creek watersheds as a boundary guide, WCT’s traditional focal area encompasses 28,000 acres in Chester and Delaware Counties and is located approximately 20 miles west of Philadelphia.
Successful land protection and stewardship efforts paved the way for major growth within the organization. Since its founding, WCT has added a suite of activities focused on science, stewardship, education, and community engagement. This holistic approach to conservation explores the connections among land, birds, habitat, agriculture, water, and people.
WILLISTOWN CONSERVATION TRUST BY THE NUMBERS
2,980 ACRES CONSERVED
374 ACRES OF PUBLIC PRESERVES AND 12.5 MILES OF TRAILS
30,000 POUNDS OF FOOD GROWN ANNUALLY AT RUSHTON FARM
SINCE 2010, 22,349 SONGBIRDS OF 108 SPECIES WERE BANDED AT THE RUSHTON WOODS BANDING STATION
91 MONTHLY WATER CHEMISTRY SAMPLES COLLECED, THIS INCLUDES 899 VISITS AND 14,733 MEASUREMENTS
OVER 3,000 PEOPLE REACHED ANNUALLY THROUGH PROGRAMS, EVENTS, AND VOLUNTEERING
WHERE ARE WE GOING?
Over the next three years, Willistown Conservation Trust will seek to build on its strong foundation to advance an ambitious, mission-driven agenda across all core programs. We will protect additional acres of priority open space, enhance our nature preserves, and ensure longterm conservation through responsible stewardship of land and water. Our science-based programs will deepen our understanding of bird migration, improve watershed health, and promote agroecological farming practices that sustain both people and ecosystems.
We will also seek to expand our reach, engaging a broader, more diverse community through transformative education, meaningful partnerships, and accessible public programming. By investing in collaboration, equity, and innovation, we are positioning WCT not only to preserve the places we cherish, but also to inspire the next generation of conservation leaders. These strategic goals will guide us as we work toward a more connected, resilient, and inclusive conservation future.
EXECUTIVE SUMMARY
The 2026–2028 Strategic Plan was developed throughout 2025, a pivotal year for Willistown Conservation Trust marked by a period of significant land protection projects and related major fundraising and outreach initiatives. Against this dynamic backdrop, the organization undertook a comprehensive planning process to assess its position, clarify priorities, and chart a course for sustained impact.
Through a series of facilitated discussions, staff and Trustees engaged in both individual and collective SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses. Several consistent themes emerged. Willistown Conservation Trust is strongly positioned for continued success, supported by a talented, mission-driven staff, an engaged and committed Board, and a respected portfolio of science-based, interconnected programs. The organization’s longstanding reputation for hospitality, deep community relationships, and loyal donor support combined with demonstrated fundraising capacity provides a solid foundation for future growth. Its integrated focus on land conservation, water protection, bird conservation, and regenerative agriculture creates multiple entry points for engagement and broadens its relevance across diverse audiences.
At the same time, the planning process surfaced important internal and external challenges. Staff capacity, retention, role clarity, and organizational infrastructure present ongoing sustainability concerns. As opportunities for land conservation within Willistown Township become more limited, expanding the organization’s regional identity and elevating its stewardship, scientific research, and educational leadership will be critical. Broader external pressures, including political volatility, economic uncertainty, and shifting donor demographics, further underscore the need for strategic focus, diversified engagement, and long-term financial resilience.
This Strategic Plan reaffirms Willistown Conservation Trust’s core commitment to conserving land, advancing ecological science, and fostering meaningful connections between people and the natural world. By aligning priorities and working collaboratively, the organization will strengthen the resilience of local and regional landscapes, protect critical wildlife habitat, and inspire current and future generations to care for the land, water, and living systems that sustain us.
At the time of publication, uncertainty surrounding federal funding for conservation, science, and research remains a significant external factor. As a result, specific strategies and projections may require adjustment as the national policy and funding environment evolves. Nevertheless, Willistown Conservation Trust’s vision for a resilient, thriving natural landscape remains steadfast, guided by science, collaboration, innovation, and strong community support.
WHAT GUIDES US?
THE NEED
Now more than ever, people are recognizing the vital role that conserved lands play in creating healthy, vibrant communities. Protected open spaces are living classrooms, sources of clean air and water, sanctuaries for wildlife, and places of beauty, reflection, and connection. They provide the foundation for resilient ecosystems and regenerative agriculture, support scientific discovery, and inspire future generations to care for the natural world.
At Willistown Conservation Trust, we see conservation not only as a response to environmental challenges, but as a hopeful and powerful investment in the future. By protecting land, studying its ecosystems, and sharing its wonders with our community, we foster a deeper sense of place and a shared responsibility to steward the land with care. This work strengthens both our environment and our collective well-being and the time to build on that momentum is now.
MISSION
WCT’s mission is to preserve and manage the open land, rural character, scenic, recreational, historic, agricultural, and natural resources of the Willistown area and nearby communities, and to share these unique resources with people of all ages and backgrounds to inspire, educate, and develop a lifelong commitment to the land and the natural world.
VISION
SAVE | We are committed to the permanent protection of open space, native habitats, and working lands. We approach conservation with integrity and long-term vision, ensuring that the landscapes we save today will thrive for future generations.
STUDY | We believe that science is essential to effective conservation. Through rigorous research and monitoring, we deepen our understanding of the natural world, inform our practices, and contribute knowledge to the broader environmental community.
SHARE | We foster a culture of collaboration, education, and inclusion. By sharing what we learn and cultivating meaningful connections between people and nature, we empower individuals and communities to become active participants in conservation.
LAND PROTECTION
Safeguarding critical landscapes to protect open space and ensure lasting connections between people and nature.
GOAL 1
Protect an additional 300 acres, including at least one “Critical” property and 10 “Legacy Easement” properties.
GOAL 5
GOAL 2
Identify and evaluate opportunities to expand to and connect existing nature preserves or create new publicly accessible open spaces.
Maintain strong relationships with agencies and funders to secure acquisition funding and advance conservation priorities.
GOAL 6
GOAL 3
Evaluate land preservation opportunities in surrounding communities where unmet conservation needs exist.
Maintain compliance with Land Trust Alliance Standards and Practices and stay informed of issues related to IRS and federal oversight of conservation easements.
GOAL 7
GOAL 4
Strengthen existing conservation easements to achieve net conservation gains.
Encourage trail easements in new conservation easements and establish a connected public trail corridor.
GOAL 8
Communicate land protection priorities to increase awareness and generate new opportunities.
LAND STEWARDSHIP
Caring for conserved lands to protect ecological health and community value for generations to come.
GOAL 1
Uphold the integrity and perpetuity of WCT’s conservation easements.
GOAL 3
Expand the Habitat at Home program to educate and engage local residents, communities, and institutions in habitat restoration and land management.
GOAL 2
Employ best management practices at WCT preserves to protect, maintain, and enhance ecological, scenic, educational, and recreational resources.
GOAL 4
Maintain WCT facilities for staff safety, public access, and community use.
BIRD CONSERVATION
Advancing science and community action to protect birds and the habitats they need to thrive.
GOAL 1
Advance scientific understanding of bird migration and conservation.
GOAL 3
Apply expertise to promote bird conservation through habitat preservation and restoration.
GOAL 2
Provide educational and community engagement opportunities to inspire bird conservation.
GOAL 4
Secure sustainable funding for bird conservation.
COMMUNITY FARM
Modeling sustainable agriculture and connecting people to healthy food and conserved land.
GOAL 1
Maintain a Community Supported Agriculture (CSA) membership base of approximately 125 families to support the operations of Rushton Farm.
GOAL 3
Deliver educational and outreach programs that highlight sustainable agriculture and its role in healthy ecosystems.
GOAL 4
GOAL 2
Sustain the Rushton Farm Internship Program.
Donate at least 3,000 pounds of produce annually through the Share the Bounty program.
GOAL 5
Build and sustain networks of local farms and producers.
WATERSHED PROTECTION
Protecting and restoring streams through science, education, and collaboration.
GOAL 1
Continue long-term, high-frequency water quality monitoring to improve watershed health and measure the impact of restoration and best management practices.
GOAL 3
Educate new audiences about the Watershed Protection Program’s role in advancing WCT’s mission and fostering a conservation ethic.
GOAL 2
Share scientific findings through publications, training programs, and community science efforts to cultivate future researchers and advocates.
GOAL 4
Implement restoration projects— independently and with partners— identified through scientific assessment to improve water quality in the program area.
OUTREACH & EDUCATION
Inspiring conservation action by connecting diverse communities to nature and WCT’s programs.
GOAL 1
Cultivate a community of conservation ambassadors by promoting environmental literacy and offering educational events that connect people to WCT’s preserves and core programs.
GOAL 4
Create engaging content across multiple platforms to reach broad audiences.
GOAL 5
GOAL 2
Reach new and diverse audiences with innovative conservation programming.
Provide multidisciplinary internships for students.
GOAL 6
GOAL 3
Build relationships with diverse groups of supporters, volunteers and partners to expand conservation engagement.
Establish WCT as a leader in immersive conservation education by offering transformative, multidisciplinary experiences for learners from elementary school to graduate study.
ORGANIZATIONAL MANAGEMENT
WCT is committed to advancing its mission and core activities through a strong and resilient organizational infrastructure. This infrastructure reflects thoughtful leadership, modern technology, effective communication, a healthy work environment, and long-term financial sustainability. To support continued growth and adaptability, the organization must be well positioned to attract and develop talent with the skills and professional expertise needed for success. Central to this effort are systems and practices that foster mutual trust and accountability among donors, community members, employees, and the Board of Trustees.
Culture & Values
Governance
Operations
Brand & Communications
Financial Sustainability
Culture & Values
Fostering collaboration, communication, inclusion, and shared leadership to build a thriving culture that empowers people to carry our mission forward.
GOAL 1
Build a collaborative, strengths-based team culture that fosters open communication, cross-department support, and continuous learning.
GOAL 2
Foster a respectful, equitable, and inclusive workplace where diverse perspectives are valued and all staff have opportunities for growth and balance.
GOAL 3
Ensure public-facing programs are welcoming, accessible, and representative of the communities WCT serves.
GOAL 4
Cultivate a culture of philanthropy where staff, board, and volunteers share responsibility for building relationships and securing resources.
Governance
Investing in effective governance, ensuring that Trustees and staff together provide the leadership and capacity needed to fulfill our mission.
GOAL 1
Recruit a diverse group of Trustees and committee members who are committed to WCT’s mission and capable of providing strategic leadership and oversight.
GOAL 2
Invest in strategic board development to ensure members are wellinformed and effectively engaged in advancing WCT’s mission.
Operations
Ensuring WCT has the staff skills and capacity to deliver the strategic plan while providing a flexible, equitable, and inclusive workplace that promotes balance and satisfaction.
GOAL 1
Ensuring WCT has the staff skills and capacity to deliver the strategic plan while providing a flexible, equitable, and inclusive workplace that promotes balance and satisfaction.
GOAL 2
Define and uphold clear lines of communication, oversight, and authority across the organization.
Brand & Communications
Strengthening WCT’s external identity through updated branding and broader outreach that reflect our unified mission.
GOAL 1
Strengthen WCT’s brand as mission-driven, cohesive, inspirational, and impactful by evaluating the mission statement, organizational name, logo, and related materials.
GOAL 2
Expand community awareness, engagement, and support for WCT through enhanced communications and marketing efforts.
GOAL 3
Streamline and align communications across all departments and platforms.
Financial Sustainability
Ensuring adequate fiscal resources through thoughtful financial management and strategic fundraising to fulfill the mission of WCT in perpetuity.
GOAL 1
Maximize revenue from diverse sources through organization-wide and programspecific fundraising for operational and capital needs.
GOAL 2
Manage expenses and capital investments to ensure responsible stewardship of WCT’s financial resources and to safeguard long-term stability.
GOAL 3
Manage organizational risk by maintaining robust financial controls, adequate insurance, and continuity practices supported by skilled staff and external experts.
WILLISTOWN CONSERVATION TRUST GLOSSARY
*ACCESS | A community initiative developed by Art-Reach to make arts and cultural spaces more accessible and affordable, providing $2 admission to over 85 cultural sites throughout Greater Philadelphia and Delaware for individuals receiving public assistance for food or medical benefits, as well as individuals who self-identify as having a disability.
*Annual Fund | WCT’s annual giving program that provides general operating support. Barns & BBQ (B&BBQ) – Annual fundraising event featuring a local barn tour, dinner, and live auction.
Bird Conservation Program (BCP) | A WCT program focused on the study, protection, and education about migratory and resident bird populations.
*Bird’s Eye View | A seasonal e-newsletter during spring and fall migration, this publication recounts bird banding updates from the Rushton Woods Banding Station, news on Motus, and other bird-related news.
*Change in Net Assets | The difference between an organization's total revenues and expenses over a specific period, indicating whether its net assets (wealth) increased or decreased.
Community Supported Agriculture (CSA) | A farming model in which consumers purchase a share of a local farm’s harvest in advance, fostering shared risk and local food access.
Conservation Easement | A legal agreement that permanently limits land use to protect its conservation values, while keeping the land in private ownership.
*Corporate Partnership Program (CPP) | Fundraising initiative designed to engage mission-aligned corporations in philanthropic, volunteer, and other educational opportunities.
*Darby & Cobbs Creek Community Science Program (DCCCS) | A WCT initiative involving local communities in environmental monitoring and education within the Darby and Cobbs Creek watersheds.
*ECO-Centric Experiences | An adult educational series spreading ecological awareness, fostering environmental literacy, and inspiring action.
*Geographic Information System (GIS) | A system for capturing, storing, analyzing, and managing spatial and geographic data, used in conservation planning and monitoring.
*Grassland Bird Collaboration (GBC) | A collaborative project with landowners, farmers, and conservation organizations to support grassland bird populations to ensure their survival.
Habitat at Home | A WCT initiative that encourages homeowners and landowners to create and maintain native habitats on their own properties.
*Henry’s Garden or Henry’s Harvest | A garden plot within the farm dedicated to growing vegetables for donation to the West Chester Food Cupboard and is named for Henry Jordan, who was instrumental in the formation of the Chester County Food Bank.
*Human Dimensions of Conservation | The study of how people’s values, attitudes, behaviors, and social contexts influence, and are influenced by, conservation efforts.
Land Trust Alliance (LTA) | A national organization that supports land trusts through resources, training, and advocacy to strengthen land conservation efforts.
Legacy Easement | A simpler version of a traditional conservation easement most suited for smaller properties or those where a tax deduction is not feasible.
Northeast Motus Collaboration (Motus) | A collaborative research project involving the placement of nanotags on birds and other migratory animals to track movement.
*Operating Surplus/Deficit | A measurement of revenue versus expenses. A surplus occurs when total revenue exceeds expenses and a deficit occurs when total revenue are less than expenses.
Outreach | Efforts to engage and educate the public, partners, and communities about conservation, programs, and opportunities for involvement.
*Pennsylvania Department of Community and Economic Development (PA DCED) | A state agency supporting community growth and sustainability through funding, planning, and technical support.
Pennsylvania Department of Conservation and Natural Resources (PA DCNR) | A state agency that manages natural resources and provides funding and guidance for conservation and recreation projects.
*Return on Investment (ROI) | A financial metric used to evaluate the profitability of an investment by comparing its gain or loss relative to its cost.
*Run-a-Muck (RaM) | Annual fundraising event comprised of a 5k trail run, 1 mile trail walk, and a countryside bonfire and BBQ.
Rushton Farm | A sustainable farm operated by WCT that serves as a hub for agriculture, education, and conservation research.
Rushton Nature Keepers (RNK) | A youth education program by WCT that fosters environmental stewardship through hands-on learning in nature.
Share the Bounty | A WCT initiative that donates fresh produce from Rushton Farm to the West Chester Food Cupboard.
*State of Our Streams (SOS) | A WCT report and public engagement tool that shares data and findings on the health of local streams and watersheds.
Stewardship | The responsible management and care of land, water, and natural resources to ensure their health for future generations.
Strengths, Weaknesses, Opportunities, Threats (SWOT) | A strategic planning tool used to assess internal and external factors that impact an organization’s goals.
*Sycamore Society | A giving society of individuals and households who contribute $1,996 or more annually to the WCT Annual Fund.
*The Meadowlark | A monthly e-newsletter with news, updates, and event listings.
*The Sycamore | A bi-annual magazine featuring articles and other news from WCT.
*The Wild Carrot |A weekly e-newsletter for CSA Members and includes a weekly pickup list and news from Rushton Farm.
*Transfer Fees | A standard fee included in a conservation easement that transfers a percentage of a property’s sale (typically 1%) to WCT.
*Tributaries | A quarterly e-newsletter from the Watershed Protection Program that goes out every equinox and solstice.
Watershed | An area of land where all the water drains to a common waterway, such as a stream, river, or bay.
Watershed Protection Program (WPP) | A WCT program that monitors, studies, and protects water quality and stream health in local watersheds.
*WeConservePA | A nonprofit organization that advocates for and supports land conservation in Pennsylvania through policy, education, and collaboration.
Willistown Conservation Trust (WCT) | A nonprofit land trust dedicated to preserving and managing open space, farmland, and natural resources in the Willistown region.
* Frequently used terms at WCT which appear in the underlying strategies of each goal. For a full copy of the Strategic Plan email land@wctrust.org.
LAND ACKNOWLEDGEMENT
The work of Willistown Conservation Trust takes place on the ancestral lands of the Lenni Lenape. We honor the Lenape and other Indigenous caretakers of these lands and waters, the elders who lived here before, the Indigenous today, and the generations to come. We acknowledge the Lenni Lenape as the original people of this land and their continuing relationship with their territory. In our acknowledgment of the presence of Lenape people in their homeland, we affirm the aspiration of the great Lenape Chief Tamanend, that there be harmony between the Indigenous people of this land and the descendants of the immigrants to this land, “as long as the rivers and creeks flow, and the sun, moon, and stars shine.” As we enjoy and protect the beauty of Willistown and surrounding areas, we cannot forget its original inhabitants and how their way of life echoes throughout the conservation of this land and its natural resources. While we preserve the land we must also preserve its history and the history of the Indigenous people. By sharing their story with the community, and working with local Native American organizations including the Lenape Nation of Pennsylvania, we can hope to ensure that their legacy lives on with the land.
CONTRIBUTORS
PRESIDENT & EXECUTIVE DIRECTOR
Catherine W. Etherington
ASSOCIATE EXECUTIVE DIRECTOR
Julie S. Graham
STAFF
Sarah Barker
Molly Clark
Christina Classon
Aaron Coolman
Mike Cranney
Nicole DeLizzio
Michelle Eshleman
Alison Fetterman
Blake Goll
Eliza Gowen
Noah Gress
Gretchen Groebel
Michelle Havens
Erik Hetzel
Heidi Hole
Lisa Kiziuk
Kelsey Lingle
Lindsay Martin-Carlson
Lauren McGrath
Zach Ruch
Anna Walsh
BOARD OF TRUSTEES
John Stoviak | Chair
Leanne M. McMenamin | Vice Chair
Meg Tegler Hardesty | Vice Chair
Elizabeth C. Hucker| Treasurer
Michael Burg, Esq. | Secretary
Clarke Blynn
Maggie Brokaw
Wendy Cozzi
Nathaniel P. Hamilton
Lindsay Scott Leisenring
Molly Love
Michael J. McGraw
Linda I. McIsaac
Britton H. Murdoch
David L. Unruh
Jeanne B. Van Alen**
Rick Warden
Kyle Wichser
**President Emerita
PHOTOGRAPHY
Aaron Coolman
Blake Goll
Jennifer Mathes
Celeste Sheehan
Dave Tavani
Approved by the Board of Trustees, December 10, 2025
