LGP 2024-2025 Biennial Report-digital - Flipbook - Page 7
This work extended inward as well. We strengthened internal systems, clarified roles and accountability, professionalized key functions, and invested
in leadership capacity. The goal was not growth for its own sake, but resilience: an organization capable of making disciplined choices in service of
irreplaceable landscapes, collections, and cultural resources.
That foundational, capacity-building work is ongoing.
Because of the investments made in 2024 and 2025, the Preserve is positioned to act with greater confidence and intention—to advance cultural
landscape reports, to stabilize and care for our collections with rigor, to sequence capital investments responsibly, and to align daily operations with
long-range vision. We are gathering information not simply to understand
what we have inherited. We are using it to shape what comes next.
Rooted as we are in a small and distinctive place, the work of the Preserve
carries a responsibility that extends beyond our boundaries. The landscapes, gardens, and collections entrusted to our care are extraordinary
not only for their beauty, but for what they represent: a rare convergence
of design, ecology, history, and sustained care over time. To steward such
assets responsibly requires rigor and humilty, holding ourselves to the
highest standards of cultural preservation while remaining firmly grounded in the place and community that give this work its meaning.
Stewardship is a long endeavor, one that unfolds over generations. These
years marked a transition from preparation to action and from continuity to intentional growth. I am deeply grateful to the staff, board, donors,
and community who embraced this necessary period of groundwork and
shared the conviction that these places deserve nothing less than our best
thinking, our full attention, and our long-term commitment.
What follows in this report reflects that transition, and the work now made
possible because of it.
Patrick MacRae
Chief Executive Officer
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