Strategic Plan - Eagle Island

2023 — 2027

Our Process

A committee composed of members of Eagle Island’s (EI) Board of Directors and senior staff worked with key stakeholders, seasonal staff, alumni, campers, parents, volunteers, donors, and an external consultant to identify top priorities for the next five years of EI’s operations. We have developed:

Strategic Focus

Our first 10+ years were focused on securing the Island, rebuilding the infrastructure (physical and human capital) necessary to support youth programming, establishing and growing our financial foundation, and launching and refining our initial programmatic offerings. Having successfully completed these substantial goals—including operating four summers of youth and adult programming—we are now concentrating our gaze on growing, expanding, and strengthening all of our programming, continuing to fortify and modernize our physical plant, and creating new ways to fulfill our mission of inspiring and empowering girls and young women to be confident, collaborative, and courageous. It goes without saying that we are operating in a rapidly changing environment and, in light of our core values, recognize the need to be nimble and responsive to the changing needs of the campers, families, and communities we serve.

We look forward to continuing this work alongside our partners; it is an exciting time for Eagle Island!

Overview of Strategic Plan
Implementation of Strategic Plan

Strategic Plan Progress Report: A Glimpse 

For more details on Strategic Plan Progress, contact Executive Director Danielle at dlacavalla@eagleisland.org or 518-323-9424

Goal 1: Delivering and Expanding High-Caliber Programming

Eagle Island’s success depends on offering exceptional Youth and Adult programs that reach more campers, maintain high standards, and extend the season while adapting to demand and capacity.

    • Extended summer programs from 5 to 6 weeks, opening a new tent area to increase capacity.

    • Achieved 70% occupancy (down from 90% in 2023) due to expansion of weeks and capacity with the addition of a renovated housing area, adding 12 more platform tents.

    • High program quality based on surveys: Youth Camp 4.47/5, Adult Programs 4.78/5.

    • Established program pathways for aging-out male campers via ACA resources.

    • Surpassed 2024 capacity, adding ~100 campers, reaching over 78% occupancy, even with increasing capacity of how many numbers we can support a week from 2024 to 2025.

    • Partnerships with NYS Housing Community Fund, Public Housing Community Fund, HydroQuébec, and Summer Camp Opportunities Promote Education added ~80 + campers, partially or fully subsidized.

    • Bus transportation was introduced to reduce barriers and hopefully support recruitment in 2026.

    • 2025 Survey methods were intended to be updated for improved accuracy; 2026 will aim to simplify the survey for both campers and families for better program evaluation.

Goal 2: Maximizing and Improving Our Chief Asset – The Island

The property is central to the camp experience; focus is on safe, welcoming, and mission-aligned improvements.

    • Year-round maintenance plans were discussed with the robust Property Committee monthly or when needed.

    • Adirondack-Islanders expansion completed (housing, washhouse, 12 tent platforms); Lakeside expansion planning underway (14 tent platforms, washhouse).

    • Phase III historic restoration underway (completion expected 2026).

    • Expanded Island use with external partners (21st Century Programming, AARCH tours).

    • Hired full-time Property Manager (October 2026), reducing reliance on third-party contractors and enabling budget efficiencies, and aiming to develop year-round maintenance plans. 

    • Adirondack-Islanders expansion complete; added program space with a covered porch on Unit House (or the Nest porch).

    • Lakeside expansion: septic renderings submitted in the summer of 2025; phased staff housing pilot implemented to assess living area with port-a-let

    • Phase III historic rehabilitation was completed a season early; final payments are in progress.

    • Partnerships: SCOPE expansion with local schools, continued AARCH tours, and confirmed Tibet Rustic Retreat rental for 2026 based on the successful 2025 summer.

Goal 3: Strengthening Leadership Capacity and Pipeline

Staff are the heart of Eagle Island; focus is on recruitment, retention, and leadership development.

    • Developed leadership programs for ages 13–17, created pathways to future staff roles.

    • Started more personal outreach to identify potential future leaders and older campers

    • Recruitment strategies expanded with tracking for high-ROI results – social media, current families, paid marketing. 

    • Board development focuses on cultivating skills for future leadership and identifying opportunities for members to strengthen financial stability and promote diversity.

    • Continued to develop new leadership tracks for 15–17-year-olds, offering more independence and structured interest tracks throughout the day. Core programs are now open through age 17, whereas there was only an option for junior leadership.

    • Equitable recruitment and retention: mid-level staff development after feedback from 2025. More mindful program planning to develop a curriculum aligned with mission, vision, and values, with staff input, and contracting work supports retention, staff, and camper morale.

    • Board Development: Active development committee focusing on skills for future Board members, camper engagement, fundraising capacity, diversity, and community connection. 2026 focus on new board members with recruitment and giving capacity.

Goal 4: Increasing Visibility, Brand, and Recruiting Capacity

Awareness and engagement are essential to sustaining growth and program quality.

    • Continue to try to position Eagle Island as a premier girls’ outdoor camp in the Northeast with marketing materials. 

    • Achieved ACA accreditation and leveraged its network.

    • Youth and Adult programs reached target capacity; proactive registration strategies included refer-a-friend, sibling rates, early rates, local postcards, and promotional campaigns.

    • Early registration exceeded 78%; ongoing focus on partner growth and outreach, including bus promotion in NYC.

    • Adult programming was praised in 2025, and we are continuing to keep up with that quality, along with adding more time for alumni and friends to be on the island with the in-between add-on week. 

    • Recruitment expansion in NYC, Westchester, Rockland, and NJ; increase support from partnerships with NYCHA, HydroQuébec, and SCOPE contributed 

    • Hopefully that the new bus promotion into 2026 will bring in more new campers,

Goal 5: Ensuring Financial Stability and Camp Accessibility

Sustainable operations and accessibility remain core priorities.


    • Revenue growth through core and third-party programs; fundraising supported capital improvements.

    • Continue to understand our constituents and where their passions are to develop a comprehensive fundraising strategy implemented.

    • Financial aid ensured eligible campers had access (~15% of youth revenue).

    • Revenue: FY25 youth programs $365,500; adult/third-party $125,000; FY26 projected expenses $785,000 vs revenue $620,000. Fundraising is still required to cover operational costs and sustain the organization, but we are getting much closer, even with expenses increasing.

    • Fundraising: Ongoing donor engagement, adding the 10th anniversary fundraiser (Nov 2025) brought in new constituents, year-end and legacy appeals planned.

    • Financial accessibility: Aid refined (~15% of youth revenue), partnerships expanded (SCOPE, SL School District); exploring a tiered fundraising assistance model as the camp grows.

    • Continue phased infrastructure expansion (Lakeside) while maintaining program quality.

    • Enhance leadership program development and interest tracks for older campers.

    • Board recruitment focused on members with the capacity for fundraising and camper recruitment.

    • Aim to ensure all programming aligns with the Eagle Island vision, mission, and values 

    • Further expand recruitment, marketing, and financial planning to ensure sustainable growth and accessibility.