About Us

Strategic Plan 2022–2025

 

Mission

To rally our diverse city to embrace and champion its historic places and spaces

Vision

All New Haveners will treat their historic places and spaces as irreplaceable assets

Guiding Principles

Bold
We will inspire through our proactive presence in the city, keeping preservation in the public eye, speaking out to highlight successes and lessons learned.

Connected
We will act collaboratively, recognizing that listening is often the first step.

Creative
We think afresh, grasp opportunities, and explore new ventures.

Focused
We will direct our energies where they will have the greatest impact.

Inclusive
As an organization and in our work, we will raise up the diversity that is both the historic heritage and an asset of our city.

Knowledgeable
We will function as a source of accurate and constructive information, ensuring all stakeholders are conscious of the histories embedded in our built environment and the opportunities to tell those stories.

Big Hairy Audacious Goal

We will be an example of how historic preservation can be a relevant force for economic, social, and cultural progress for everyone

Strategic Focus/Lever Strategies

  • Listen to, understand and engage a broader and more diverse group of people who have a relationship with historic places and spaces in New Haven

  • Make the new case for historic preservation. Be relevant to the concerns of the moment, including equity, diversity, inclusion; racial and social justice; environment, climate change, sustainability.

  • Enlist a new generation of committed, active preservationists.

Goal Areas


1. PROGRAM
We will provide engaging and practical activities and services that advance the positive social, economic, and cultural impact of preservation.

Objectives

  1. Diversify the Trust’s participants.

  2. Increase opportunities for learning about and doing preservation.

  3. Increase participation in Trust activities.

  4. Improve the reputation of historic preservation.

2. KNOWLEDGE GATHERING AND DISSEMINATION
We will provide relevant and current information about preservation issues specific to New Haven.

Objectives

  1. Strengthen our resources.

  2. Enhance the Trust’s ability to connect the preservation-minded to resources.

  3. Enhance our knowledge of forward-thinking preservation debates and policies.

3. ADVOCACY
We will be proactive on behalf of historic preservation and threatened places and spaces, ensuring that preservation is at the table.

Objectives

  1. Increase the number of local historic districts and individual landmarks to ensure HDC review.

  2. Increase visibility and notice of historic resources in danger.

  3. Improve our ability to respond to immediate needs for protection of endangered properties.

  4. Increase and enhance relationships with local and state legislators, officials, and civic leaders.

4. PUBLIC VISIBILITY AND AWARENESS
We will convey to a variety of audiences the relevance of preservation and the commitment of the Trust.

Objectives

  1. Heighten awareness of the Trust among more diverse stakeholders.

  2. Improve the image of preservation [as an asset and not a hindrance to the wellbeing of New Haven; as a diverse endeavor].

  3. Increase number of appearances in desirable media outlets.

  4. Increase number of social media hits, followers, and reactions on social media.

  5. Increase legislative testimonies.

  6. Increase individual and institutional Trust “champions.”

5. PARTNERSHIPS AND ALLIANCES
We will be present and engaged with other organizations, communities, and individuals that share our interests.

Objectives

  1. Increase the number of effective collaborations.

  2. Increase participation of neighborhood organizations in NHPT activities.

  3. Diversify our partnerships.

6. ORGANIZATIONAL INFRASTRUCTURE
We will have the organizational culture, structure, staffing, governance, operations, and funding necessary to help us achieve our mission.

Objectives

  1. Improve the financial wellbeing of the Trust.

  2. Increase corporate, public, and foundation funding.

  3. Increase the number of financial contributors, average amount of funding, and years of commitment.

  4. Increase membership.

  5. Diversify the board to better reflect the complexity and experience of our communities.

  6. Enhance the board’s governance capabilities and effectiveness.

  7. Enhance board and staff competence in equity, diversity, and inclusion (EDI).

Approved February 22, 2022